Management-Leading & Collaborating in a Competitive World–Chapter 4
The Major actions by which a business competes in a particular industry or market.
A strategy employed for an organization that operates a single business and competes in a single industry
A strategy used to add new businesses that produce related products or are involved in related markets and activities.
A strategy used to add new businesses that produce unrelated products or are involved in unrelated markets or activities.
A unique skill and/or knowledge an organization possess that gives it an edge over competitors.
The set of businesses, markets or industries in which an organization competes and the distribution of resources among those entities.
A strategy an organization uses to build competitive advantage by being unique in its industry or market segment along one or more dimensions.
Strategies implemented by each functional area of the organization to support the organization’s business strategy.
A target or end that management desires to reach.
A strategy an organization uses to build competitive advantage by being efficient and offering a standard, no-frills product.
An organization’s basic purpose and scope of operations.
The process of identifying the specific procedures and processes required at lower levels of the organization.
The actions or means managers intend to use to achieve organizational goals.
Inputs to a system that can enhance performance
A narrative that describes a particular set of future conditions.
A process planners use, within time and resource constraints, to gather, interpret, and summarize all information relevant to the planning issue under consideration.
Groups and individuals who affect and are affected by the achievement of the organization’s mission, goals, and strategies.
Strategic Control System
A system designed to support managers in evaluating the organizations progress regarding its strategy and, when discrepancies exist, taking corrective action.
Major targets or end results relating to the organization’s long-term survival, and growth.
A process that involves managers from all parts of the organization in the formulation and implementation or strategic goals and strategies.
A set of procedures for making decisions about the organization’s long-term goals and strategies.
The long-term direction and strategic intent of a company.
A pattern of actions and resource allocations designed to achieve the organization’s goals.
A comparison of strengths, weaknesses, opportunities, and threats that helps executives formulate strategy.
A set of procedures for translating broad strategic goals and plans into specific goals and plans that are relevant to a distinct portion of the organization, such as a functional area like marketing.
The acquisition or development of new businesses that produce parts or components of the organization’s product.