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Disclosure limit of shareholding for financial statement in the UK. 学び始める
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Strategic drift can be defined as a gradual deterioration of competitive action that results in the failure of an organization to acknowledge and respond to changes in the business environment. Homogeneous mindset at managerial and board levels.
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Key factor to consider in PESTEL – political 学び始める
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Changes to government policy
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Key factor to consider in PESTEL – economic 学び始める
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Key factor to consider in PESTEL – social 学び始める
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Changes to taste and fashion
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Key factor to consider in PESTEL – technological 学び始める
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New hardware and software capabilities.
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Key factor to consider in PESTEL – environmental 2 学び始める
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Geographic location.| Use of resources.
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Key factor to consider in PESTEL – legal 学び始める
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Restriction or extra regulations
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What instrument is used to analyse potential impacts on future growth? It identifies the main drivers in the external environment. 学び始める
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What instrument is used to analyse potential impacts of future margins? 学び始める
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Porter's 5 Forces analysis.
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What instrument is used to analyse potential new foreign markets for expansion? 学び始める
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What instrument is used to analyse the ability to cope with changes in the external environment? 学び始める
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What instrument is used to determine the source of competitive advantage or disadvantage? 学び始める
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What instrument is used to bring together the internal and external analysis in order to understand overall strategic position? 学び始める
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Porter’s diamond factor conditions examples 学び始める
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Basic factors: weather, local raw materials. Advanced: telecommunications, education system.
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学び始める
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Strategic Focus (Leadership, Management, Planning); People (Personnel, Staff, Learning, Development); Operations (Processes, Work); Marketing (Customer Relations, Sales, Responsiveness); Finances (Assets, Facilities, Equipment).
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学び始める
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Human Resources Management
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Continuing professional development
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What is an Organisational Profile in case of Baldrige performance excellence? 学び始める
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Relationships, Environment, Challenges.
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2 [Competitive strategy] 学び始める
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Finding cheaper alternatives | Eliminating all waste.
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2 [Competitive strategy ] 学び始める
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Changes in buyer preferences | Loss of barriers to entry.
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3 [Competitive strategy] 学び始める
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Economies of scale | A focus on cost reduction | Eliminating all wastes
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[Competitive strategy] 学び始める
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e.g. international
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3 [Competitive strategy] 学び始める
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Economies of scale | Branding | Service levels.
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3 [Competitive strategy] 学び始める
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Loss of brand | Difficult to achieve | Target for all rivals
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3 [Competitive strategy] 学び始める
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Innovation | Branding | Marketing.
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Differentiation key threats: 2 [Competitive strategy ] 学び始める
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Being copied by rivals. || New technology.
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Focused differentiation CSFs 2 [Competitive strategy ] 学び始める
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Market knowledge | Unique products and services.
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Focused differentiation key threats: 3 [Competitive strategy ] 学び始める
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Recession | Small market size | Few barriers
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Existing product and existing market. (growth strategy) 学び始める
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Market penetration best use when...? 2 学び始める
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Best used when market is growing | Introduce a new or improved product
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Market penetration risks: 2 学び始める
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Competitors will react | Can lead to stagnation.
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New product and existing market growth strategy 学び始める
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Product development is used when we have...? 2 [growth strategy] 学び始める
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New and improved products | Copy rivals.
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Product development risks: 2 [Growth strategy ] 学び始める
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Unknown demand | Can cannibalise existing products
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Existing product and new market. [growth strategy] 学び始める
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Strategic alliances are often used to...? 学び始める
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Market development risks: 2 学び始める
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Puts a strain on stratigic capabilities. | Need new external analysis.
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New product and new market growth strategy 学び始める
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3 [growth strategy] 学び始める
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Very different CSFs | Need new external analysis | Can reduce flexibility.
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Forward diversification examples: 学び始める
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A farmer who directly sells his crops at a local grocery rather than to a distribution center that controls the placement of foodstuffs to various supermarkets. Or, a clothing label that opens up its own boutiques, selling its designs directly. Forward integration is a business strategy that involves a form of vertical integration whereby business activities are expanded to include control of the direct distribution or supply of a company's products.
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Backward diversification example 学び始める
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A company might buy their supplier. Companies often complete backward integration by acquiring or merging with these other businesses, but they can also establish their own subsidiary to accomplish the task. BD is a form of vertical integration in which a company expands its role to fulfill tasks formerly completed by businesses up the supply chain. It is when a company buys another company that supplies the products or services needed for production.
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Horizontal diversification 学び始める
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Horizontal diversification is the acquisition of a business operating at the same level of the value chain in the same industry. Procter and Gamble’s 2005 acquisition of Gillette is a good example which realized economies of scope. Because both companies produced hundreds of hygiene-related products the merger reduced the marketing and product development costs per product.
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Conglomerate diversification 学び始める
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Conglomerate diversification is unrelated diversification: the businesses which are joined together have no connection whatsoever. An example would be a supermarket joining with a car manufacturing company. Little or no synergy with its core business or technology.
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学び始める
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Global Reporting Initiative
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Corporate Social Responsibility short definition and goals. 2 学び始める
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International private business self-regulation. | Goals of a philanthropic and charitable nature. CSR
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This is when an executive director of Company A serves as a NED in Company B and, at the same time, an executive director of Company B serves as a NED at Company A. Such a relationship is considered to make the two boards too intimately involved witheach other and potentially reduces the quality of the scrutiny that the two NEDs involved in the cross-directorship can bring.
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Environmental footprint accounting 学び始める
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It measures the demand on and supply of nature. On the demand side, the Ecological Footprint measures the ecological assets that a given population requires to produce the natural resources it consumes (like food). On the supply side, a city, state or nation’s biocapacity represents the productivity of its ecological assets (e.g. cropland). These areas, especially if left unharvested, can also absorb much of the waste we generate, especially carbon emissions.
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Organic growth characteristics 3 (development method) 学び始める
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Popular with employees. | Slow but less risky. | no valuation problem 3) you are not buying goodwill which could be destroyed later or which may never have existed.
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Acquisition characteristic 学び始める
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Useful if you are expanding into another country or product line | You have to pay for goodwil but it is usually difficult to value | There is an asymmetry of information: sellers usually knowing more than buyers. This increases the risk to the buyer.
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Leader definition by Buchman and Huczynski: 学び始める
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Someone who exercises influence over other people.
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Leadership traditional definition 学び始める
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An interpersonal influence directed toward the achievement of goals.
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3 keywords from leadership definition: 学び始める
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Interpersonal | influence | goal
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from leadership definition 学び始める
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Interpersonal means between persons. Thus, a leader has more than one person to lead.
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from leadership definition 学び始める
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The power to affect others.
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from leadership definition 学び始める
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Goal is the end one strives to attain.
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Problems with traits theories: 学び始める
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There will always be counter-arguments - one theorist will say a leader should always be courteous whereas another will say that a rude and effective leader was identified.
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Behaviour / style theories: 2 学び始める
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Theory focuses on how leaders behave, and assumes that these traits can be copied by other leaders. | It suggests that leaders aren’t born successful, but can be created based on learnable behavior.
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Tells (autocratic) management style: 学び始める
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The manager makes all the decisions and issues instructions which are to be obeyed without question.
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Sells (persuasive) management style: 学び始める
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The manager still makes all the decisions, but believes that team members must be motivated to accept them in order to carry then out properly.
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Consults (participative) management style: 学び始める
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The manager confers with the team and takes their views into account, although still retains the final say.
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Joins (democratic) management style: 学び始める
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The leader and the team members make the decision together on the basis of consensus.
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Problems with behavioural theories: 学び始める
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Unfortunately, as with trait theories, it is possible to find counter examples. E.g. Steve Jobs demonstrating the least effective style (autocratic) but running the largest technology company in the World.
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Contingency / contextual theories: 学び始める
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The modern consensus is that there is no one best style of leadership that is equally effective for all circumstances. | A theory that is a mixture of both trait and behavioural is the situational approach.
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What instrument it is used to respond a risk? 学び始める
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3 学び始める
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Insurance. | Outsource operations. | Joint ventures (partial transferring).
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TARA framework 学び始める
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The risk has been assessed as being so serious that all possibility of the event occurring should be avoided.
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risk response – Reduce. Give one example. TARA framework 学び始める
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Take steps to mitigate the risk. For example, instead of installing a new computer system in every branch over one weekend, run a pilot operation then gradually extend.
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TARA framework 学び始める
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Don’t do anything about the risk. It’s just part of everyday business.
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To oversee the appointment and remuneration of executive directors.
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Join venture, Strategic Alliance, Partnering characteristic 3 学び始める
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Share skills | and costs | but difficult to agree.
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3; [BGC matrix] 学び始める
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Strong position in a low growth (therefore unattractive) market. | Little threat from rivals. | Just keep the product ticking over and collect the cash.
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Tells us the highest acceptable cost of capital.
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Relies on a cost of capital estimate.
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Payback period key disadvantage: 学び始める
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Requires a target or benchmark.
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Profits are easily manipulated.
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学び始める
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It is not useful for comparing projects.
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Dealing with risk in decision making. An expected value summarises all the different possible outcomes by calculating a...? 学び始める
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_a single weighted average It is the long run average (though not necessarily the most likely result).
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Complicated scenarios in dealing with risk in decision making could be represented as...? 学び始める
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Decision trees force the decision maker to consider the logical sequence of events.
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Key limitations in dealing with risk in decision making: 3 学び始める
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Useful only for one-off decisions. | Based on subjective information. | Ignores attitudes to risk.
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Who is the ultimate principal in the public organizations? 学び始める
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2. e.g. Railway passengers.
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Ultimate difference between CEO and chairman. 2 学び始める
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The chairman has the ultimate role of leading the board, | whilst the CEO leads the business.
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unimportant 学び始める
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Working with lower costs to make more profit. The usual way is to employ fewer staff by making staff redundant.
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The distinction between CSR strategy and strategic CSR with examples. 学び始める
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CSR strategy is to have set of policies which guide CSR activities. | E.g. a company might have a policy to invest in some particular communities. | Strategic CSR is when company support the main business areas. | Bank might favour financial education. It would be seen as strategically wasteful to use CSR to support activities which are not aligned to the core activities.
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Environmental risk example: 学び始める
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the release of dangerous chemicals into the local river.
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学び始める
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a competitor launches a fantastic product.
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学び始める
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you launch a poor product
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interest rates being increased so that consumer demand is suppressed.
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the supply and price of raw materials change adversely.
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Political, cultural and legal risk example: 学び始める
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becoming illegal or unpopular
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you are exporting and the buyer’s currency weakens before you are paid.
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subsidiary is bought but it turns out that it isn’t as good as you thought it would be.
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Remuneration committee 学び始める
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