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Teaching Notes: Finntrack Strategy: Analysis and Practice ©2005 McGraw-Hill Education Europe
Cola Wars in ChinaDiscussion Notes
Index• Workshop• Case Analysis • Debates • Case Questions • How to Use Your Workshop Resources • Disclaimer • Learning Objectives• Research
• Tutorials• Qualitative Research
• Qualitative Marketing Research • Quantitative Research • Business Intelligence
• Business Intelligence Tools• Database Models • Data Analysis and SPSS• Research Reports
Click on Image. Source: Intel Corporation
• Competitive Position: Competitive Advantage • Market Positioning • GE Matrix• Strategic Management
Index
Click on ImageSource: University of Florida
• Life Cycles, Turnarounds, Entrepreneurs
• Entrepreneur • Intrapreneur• Product Life Cycle Management
• Global Strategies • Chinese Enterprise Competitive
ness in an Age of Global Integration
• Navigating the Five Currents of Globalization
• Going Global: Assessing Market Opportunities
• Conducting International Marketing Research in the 21st Century
• Market Research
Index• Chapter Outlines
• Industry Analysis and Competitive Strategy • Competitive Position: Competitive Advanta
ge • Life Cycles, Turnaround and Entrepreneurs• Global Strategies • Risk and Uncertainty
Click on ImageSource: Copyright © 2001 Hangzhou Wahaha Group Co., Ltd.
WorkshopThis workshop series is designed to compliment Teaching and Learning Strategies for undergraduate, postgraduate and executive level Strategic Management and related programmes and courses using the case studies featured in the text below.
The overall aim is to support the learning contents offered in the relevant chapters of the book whilst expanding participants’ knowledge and skills base required to understand, review and analyse the decisions taken during the company’s strategy development and implementation processes.
Strategy Analysis and Practice
John McGee, Warwick Business SchoolHoward Thomas, Warwick Business SchoolDavid Wilson, Warwick Business School
Case Analysis
A case study is a particular method of qualitative research.
Rather than using large samples and following a rigid protocol to examine a limited number of variables, case study methods involve an in-depth, longitudinal examination of a single instance or event: a case.
They provide a systematic way of looking at events, collecting data, analyzing information, and reporting the results.
As a result the researcher may gain a sharpened understanding of why the instance happened as it did, and what might become important to look at more extensively in future research.
Click on ImageSource: doyleresearch
Case Analysis
• The scope and relevance of case studies
• Types of case study • Illustrative case studies • Exploratory case studies • Critical instance case studies • Program implementation case s
tudies • Program effects case studies • Cumulative case studies • Business school case studies • Medical case studies
• History of the case study • Conclusions • Notable case studies • References • See also • External links
Case Studies lend themselves especially to generating (rather than testing) hypotheses.
Click on ImageSource: Copyright © 2003 Hangzhou Wahaha Group Co., Ltd.
Workshop Debate
Workshop discussion topics have been divided into seven parts according to the relevant chapters of the book involved in the case study:
1. Introduction 2. Business Analysis3. Industry Analysis & Competitive Strategy4. Competitive Position: Competitive Advantage 5. Life Cycles, Turnarounds, Entrepreneurs 6. Global Strategies 7. Risk and Uncertainty
You should ensure that you have understood the contents of chapters 5, 6, 8, 11 and 14 prior to attending any of the above debates.
Also see:
How to Use Your Workshop Resources Learning ObjectivesLearning from Case Studies: A Short Guide for Students
Case QuestionsPlease Note:
At your instructor’s discretion the indicative questions below and elsewhere in this resource may be varied or deemed unnecessary for teaching and learning purposes for some courses or modules.
• How will Wahaha’s multinational competitors respond to ‘Future Cola’ and other Future Series carbonated drinks achieving an impressive 18% market share (2002)?
• How should Wahaha prepare for these responses?
• How should it continue to increase its maker share?
How to Use Your Workshop ResourcesViewing
You will need either MS PowerPoint program or PowerPoint Viewer installed on your computer. The latter may be downloaded free from Microsoft website here.
Navigation
The Learning Contents (Literature Reviews) are linked to a relevant public domain on the Internet.
Most, if not all pictures/images are ‘clickable’, i.e. linked to its source which provides further information on the topic or the copyright holder.
If your version of PowerPoint does not show navigation buttons on the slide, right click on the screen and select your destination from the dialogue box. Alternatively use the small arrowheads, indicating ‘previous’ and ‘next’.
Disclaimer
This information is provided with the understanding that the authors and publishers do not assume any legal responsibility for the completeness or accuracy of the contents or any opinions or views expressed on these pages or linked destination sources.
It is the nature of the media (Internet) that some of the pages may not always be available due to broken or dead links, withdrawals, etc. Whilst the publishers will be pleased to take any appropriate corrective action, for example, by replacing or removing the sources when possible, they unable to assume any legal responsibility for unavailability of any third party material for whatever reason beyond their direct control.
Learning Objectives
The main objective of the workshops is to evaluate Wahaha Group’s corporate strategic planning process and its impact on the company’s business level operations.
Participants will have an opportunity of developing and enhancing their• strategic thinking and internet research skills
• analytical and critical thinking skills by reviewing the factors that influenced corporate centre's decisions on the business
Also see Learning Using Case Studies for further informationAlso see A Model for Case Analysis and Problem Solving
ResearchResearch is often described as an active, diligent, and systematic process of inquiry aimed at discovering, interpreting and revising facts. This intellectual investigation produces a greater understanding of events, behaviors, or theories, and makes practical applications through laws and theories. The term research is also used to describe a collection of information about a particular subject, and is usually associated with science and the scientific method.
The word research derives from Middle French (see French language); its literal meaning is 'to investigate thoroughly'.
Thomas Kuhn, in his book The Structure of Scientific Revolutions, traces an interesting history and analysis of the enterprise of research.
• Tutorials
Business Research Methods, 8/eDonald R Cooper, Florida Atlantic UniversityPamela S Schindler, Wittenberg University
Research• Applied research• Basic research • Business Research• Research methods • Research process • Publishing • Research funding • Getting Started• See also • External links
Click on ImageSource: © Kentucky Virtual Library
Click on ImageSource: CESTER
Business Research
Business Research is the systematic investigation of facts, knowledge, and information that relate to businesses or the world of business. There are several major types of business research.
Types of business research
Marketing research - This is a form of applied sociology which concentrates on understanding the behaviours, whims and preferences, of consumers in a market-based economy. Market research - This is broader in scope and examines all aspects of a business environment. It asks questions about competitors, market structure, government regulations, economic trends, technological advances, and numerous other factors that make up the business environment. Product research - This looks at what products can be produced with available technology, and what new product innovations near-future technology can develop.
Business Research
Advertising research - This attempts to assess the likely impact of an advertising campaign in advance, and also measure the success of a recent campaign. Competitor research - This is the investigation into the operations and strategies of competitors to a business Financial research - This concerns the financial analysis of companies, industries, or sectors. In this case, financial analysts usually carry out the research and provide the results to investment advisors and potential investors.
Click on ImageSource: © 2005-2006 Smart Media Consulting
Business Research - Outcomes
• Creating Economic Value From Research Knowledge
• Publishing your Work
Click on ImageSource: Copyright © 2003 Hangzhou Wahaha Group Co., Ltd.
Competitive Position: Competitive Advantage
• Market Positioning
• GE Matrix
• Strategic Management
Also see Annotated Lecture Outline
Click on ImageSource: Tutor2u Limited
Life Cycles, Turnarounds, EntrepreneursLiterature Reviews
• Product Life Cycle Management
• Entrepreneur
• Intrapreneur
Also see Annotated Lecture Outline
Click on Image. Larger ImageSource: © 2006 Corprenewal - all rights reserved
Global Strategies
Click on ImageSource: Agrium Inc. 2004
• Chinese Enterprise Competitiveness in an Age of Global Integration
• Navigating the Five Currents of Globalization
• Going Global: Assessing Market Opportunities
• Conducting International Marketing Research in the 21st Century
• Market Research
Also see Annotated Lecture Outline
Literature ReviewMarket Positioning
• Market Positioning• Product positioning str
ategy • Product positioning pr
ocess • Positioning concepts • Measuring the position
ing • See also
• Lists • References
Market Research• Other types of busi
ness research • Types of marketing
research • Marketing research
methods • Some commonly us
ed marketing research terms
• See also
Strategic Management • General approaches • The strategy hierarchy • Historical development of strat
egic management • Birth of strategic manage
ment • Growth and portfolio theor
y • The marketing revolution • The Japanese challenge • Gaining competitive adva
ntage • External Links
Click on Image Source: © 2006 Framework Partners Inc
Literature ReviewMarket Positioning
In marketing, positioning is the technique by which marketers try to create an image or identity in the minds of their target market for its product, brand, or organization. It is the 'relative competitive comparison' your product occupies in a given market as perceived by the target market.
Positioning is something (perception) that is done in the minds of the target market. A product's position is how potential buyers see the product. Positioning is expressed relative to the position of competitors.
Click on Image. Larger MapSource: © 1998-2005 by Sterling Institute, Inc.
Literature ReviewMarket Positioning
The term was coined in 1969 by Jack Trout in his paper, ""Positioning" is a game people play in today’s me-too market place" in the publication, Industrial Marketing.
Re-positioning involves changing the identity of a product, relative to the identity of competing products, in the collective minds of the target market.
De-positioning involves attempting to change the identity of competing products, relative to the identity of your own product, in the collective minds of the target market.
Click on Image. Larger Image.Source: themanager.org
Literature ReviewGE Matrix
Click on ImageSource: msb.georgetown.edu
Also see Tutorial for the GE Portfolio Planning Model
Literature ReviewStrategic Management
Strategic management is the process of specifying an organization's objectives, developing policies and plans to achieve these objectives, and allocating resources so as to implement the plans. It is the highest level of managerial activity, usually performed by the company's Chief Executive Officer (CEO) and executive team.
It provides overall direction to the whole enterprise. An organization’s strategy must be appropriate for its resources, circumstances, and objectives. The process involves matching the company's strategic advantages to the business environment the organization faces.
Click on Image. Larger Image.Source: ukeducation.org.uk
Literature ReviewStrategic Management
One objective of an overall corporate strategy is to put the organization into a position to carry out its mission effectively and efficiently. A good corporate strategy should integrate an organization’s goals, policies, and action sequences (tactics) into a cohesive whole. To see how strategic management relates to other forms of management, see management.
Strategic management can be seen as a combination of strategy formulation and strategy implementation.
Click on Image. Larger Image.Source: (c) 2006, Bain & Company
Literature ReviewStrategic Management
Strategy formulation involves:Doing a situation analysis: both internal and external; both micro-environmental and macro-environmental.
Concurrent with this assessment, objectives are set. This involves crafting vision statements (long term view of a possible future), mission statements (the role that the organization gives itself in society), overall corporate objectives (both financial and strategic), strategic business unit objectives (both financial and strategic), and tactical objectives.
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Source: Copyright©2003 StrategyMap.com
Literature ReviewStrategic Management
These objectives should, in the light of the situation analysis, suggest a strategic plan. The plan provides the details of how to achieve these objectives.
This three-step strategy formation process is sometimes referred to as determining where you are now, determining where you want to go, and then determining how to get there. These three questions are the essence of strategic planning. SWOT Analysis: I/O Economics for the external factors and RBV for the internal factors.
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Source: marketingteacher.com
• Establishing a chain of command or some alternative structure (such as cross functional teams)
• Assigning responsibility of specific tasks or processes to specific individuals or groups. It also involves managing the process.
Literature ReviewStrategic ManagementStrategy implementation involves:Allocation of sufficient resources (financial, personnel, time, computer system support).
Click on Image. Larger ImageSource: © 2006 The Bridge Strategy Implementation
This includes monitoring results, comparing to benchmarks and best practices, evaluating the efficacy and efficiency of the process, controlling for variances, and making adjustments to the process as necessary.
When implementing specific programs, this involves acquiring the requisite resources, developing the process, training, process testing, documentation, and integration with (and/or conversion from) legacy processes.
Literature ReviewStrategic Management
Click on Image. Larger ImageSource: techniquesforchange.co.uk
Strategy formation and implementation is an on-going, never-ending, integrated process requiring continuous reassessment and reformation. Strategic management is dynamic. See Strategy dynamics.
It involves a complex pattern of actions and reactions. It is partially planned and partially unplanned. Strategy is both planned and emergent, dynamic, and interactive.
Some people (such as Andy Grove at Intel) feel that there are critical points at which a strategy must take a new direction in order to be in step with a changing business environment.
These critical points of change are called strategic inflection points.
Literature ReviewStrategic Management
Strategic management operates on several time scales.
Literature ReviewStrategic Management
• Short term strategies involve planning and managing for the present.
• Long term strategies involve preparing for and preempting the future.
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Source: Copyright 2006 SCSU
Marketing strategist Derek Abell (1993), has suggested that understanding this dual nature of strategic management is the least understood part of the process.
He claims that balancing the temporal aspects of strategic planning requires the use of dual strategies simultaneously.
Literature ReviewEntrepreneurEntrepreneur is a loanword from the French language that refers to a person who undertakes and operates a new venture, and assumes some accountability for the inherent risks.Most commonly, the term entrepreneur applies to someone who establishes a new entity to offer a new or existing product or service into a new or existing market, whether for a profit or not-for-profit outcome (see entredonneur). Business entrepreneurs often have strong beliefs about a market opportunity and are willing to accept a high level of personal, professional or financial risk to pursue that opportunity. More …
Click on ImageSource: ©2005 MIT Sloan School
Literature ReviewEntrepreneur
• Defining entrepreneur • Entrepreneur as a risk bearer • Entrepreneur as an organizer • Functional and indicative approach to
entrepreneur definition • Entrepreneur as a person willing to en
gage uncertainty • Entrepreneur as a leader
• Nature or Nurture (origins of the entrepreneur)
• See also • References
• Theories of the Firm • External links Entrepreneurship, China
Click on ImageSource:©1996-2006 Accenture All Rights Reserved
Literature ReviewIntrapreneur
Intrapreneurship is the practice of entrepreneurial skills and approaches by or within a company. Employees are supposed to behave as entrepreneurs.
• The History of Intrapreneurship• Human Resources Issues• The Intrapreneurial Organization• The Intrapreneur
Click on ImageLarger ImageSource: University of Tampere
Literature Review Product Life Cycle ManagementProduct Lifecycle Management or PLM is a term used for the process of managing the entire lifecycle of a product from its conception, through design and manufacture to service and disposal. PLM is a set of capabilities that enable an enterprise to effectively and efficiently innovate and manage its products and related services throughout the entire business lifecycle. It is one of the four cornerstones of a corporation's IT digital structure.
All companies need to manage communications and information with its customers (CRM-Customer Relationship Management) and its suppliers (SCM-Supply Chain Management) and the resources within the enterprise (ERP-Enterprise resource planning). In addition, manufacturing engineering companies must also develop, describe, manage and communicate information about their products (PLM).
Literature Review Product Life Cycle Management
• Introduction to development process • Phases of Product Lifecycle and corresp
onding technologies • Phase: 1. Conceive • Phase: 2. Design • Phase: 3. Realize • Phase: 4. Service • All Phases: Product Lifecycle
• Product Development processes and methodologies
• Concurrent engineering workflow • Bottom-up design • Top-Down design • Front loading design and workflow • Design in context
• Data standards • See also • External links
Click on ImageSource: Wikipedia
Literature Review Product Life Cycle Management The conditions a product is sold under will change over time. The Product Life Cycle refers to the succession of stages a product goes through. Product Life Cycle Management is the succession of strategies used by management as a product goes through its life cycle.
• The Stages • Management of the cycle
• Market evolution • Technology life cycle • See also • Finding related topics • References • External links
Click on Image. Larger ImageSource: Wikipedia
Literature ReviewMarket ResearchResearch is the search for and retrieval of existing, discovery or creation of new information or knowledge for a specific purpose. Research has many categories, from medical research to literary research. Marketing research (also called consumer research) is a form of business research. It is a form of applied sociology which concentrates on understanding the behaviours, whims and preferences, of consumers in a market-based economy. The field of marketing research as a statistical science was pioneered by Arthur Nielsen with the founding of the ACNielsen Company in 1923.
Click on Image. Larger Image.Source: © 1994-2004 Strategic Research Corporation
Also see Need Market Research?
Also see Qualitative Marketing Research
Chapter 5Industry Analysis and Competitive Strategy 1/6Lecture Opening RemarksPrevious lectures have alluded to competitive strategy and the importance of understanding the interface between organisations and their environments.
In this session the concept of competitive strategy is given a more practical flavour and a number of basic tools and techniques for analysing competitive strategies are introduced. In particular students will be introduced to industry analysis (Porter's 5 forces framework), generic competitive strategies, and the value chain.
These ideas are used to improve our understanding of the nature and sources of competitive advantage.
Click on Image. Larger ImageSource: scenario-planning.com
Case Study
Chapter 5Industry Analysis and Competitive Strategy 2/6The recognition that competitive advantage is a key firm-specific attribute provides us with a way to describe strategy and to explore the significance of internal resources and external market positioning for firm performance. This chapter covers a significant amount of material which is probably best covered in more than one lecture on undergraduate programmes. Alternatively certain elements could be omitted. These are indicated below.
Analysis of industries and competitionThe notion of perfect competition was introduced in earlier sessions as a benchmark by which economists and others, such as government departments and regulators judge the efficiency of markets.
Click on Image. Larger ImageSource: Tutor2U Limited
Chapter 5Industry Analysis and Competitive Strategy 3/6We have also seen that few, if any, markets match the characteristics of this 'ideal' type and, indeed, firms have a vested interest in creating market imperfections that distinguish them from others.
By understanding the economic characteristics of an industry and the way these characteristics are shaped by the investment and planning decisions of firms, we can better understand the nature and intensity of competition in different markets. This leads in to a presentation of Porter's familiar five forces model. Lectures to postgraduate students (and final year undergraduate strategy courses) could also include a discussion of the limitations of Porter's approach.
Click on Image. Larger ImageSource: A.R.K. Business Analysis Ltd
Chapter 5Industry Analysis and Competitive Strategy 4/6Strategy as ImperfectionsThis section could be omitted at this point for undergraduate students or left for discussion in seminars rather than the lecture. A session with postgraduate students could include a discussion of perfect competition, competitive advantage and competitive strategy.
Generic Strategies and Sources of Competitive AdvantageThe establishment of a link between industry analysis (5 forces) and generic strategies - quoting the text – ‘the essence of strategy is the creation of space within which discrete and distinctive actions can secure improved positioning within markets'.
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Source: marketingteacher.com
Chapter 5Industry Analysis and Competitive Strategy 5/6This leads in to a straightforward exposition of Porter's generic strategies model and the implications of being 'stuck in the middle'. If time permits, the session leader may wish to explore some of the criticisms of this model and consider the defense of the model offered in the text - namely that generic strategies are intended to capture and portray essential underlying economic forces.
Describing Strategy: How would you recognise a strategy if you saw one?An explanation of the checklist provided in the chapter. Most students have difficult in pinning down what is meant by an organisation's strategy so the checklist provided in this chapter is likely to prove particularly helpful in providing some practical guidance about where to start.
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Source: marketingteacher.com
Chapter 5Industry Analysis and Competitive Strategy 6/6This segment may be introduced a little later in an undergraduate course.
Strategy Making in PracticeThis provides the opportunity to make the link with the earlier session of Strategy and Organisation and to reintroduce the intended versus emergent strategy debate.
The session could conclude here or , in line with the text, go on to address some issues of strategic implementation and evaluating progress, finishing with the introduction of the notion of a balanced scorecard.
Click on Image.Source: Copyright © 2003, 2004, 2005 Protean Strategy/Eleanor Kruszewski
Chapter 6 - Competitive Position: Competitive Advantage 1/4
Lecture Opening RemarksIt is useful to start the session by recapping on the previous lecture and emphasizing the notion of ‘strategy as imperfection’ or the quest for ‘unfair’ advantage. This lecture explores the idea of competitive advantage in more detail and puts some flesh on the bare bones of generic strategies introduced in the preceding session. The lecture focuses on the idea that strategy is about the position of an organisation with respect to its markets and competitors (the so called market-based or positioning school) and looks at the relationships between market structure, pricing and strategy.
The Market Positioning SchoolA recap on the ‘generic strategies’ framework introduced briefly in the last chapter and restatement of the stuck in the middle hypothesis.
Larger ImageClick on ImageSource: Wikipedia
Chapter 6 - Competitive Position: Competitive Advantage 2/4The Nature and Source of Cost AdvantageA more detailed look at the nature and sources of cost advantage focussing on the links between economies of scale, scope and learning and the achievement of cost advantage.
The Nature and Source of Differentiation AdvantageA more detailed look at the nature and source of differentiation advantage and the risks associated with this strategy emphasising the difference between differentiation and cost based strategies. Identifying the potential for differentiation.
The Concept of Competitive AdvantageA definition of competitive advantage and a description of its constituent elements. An explanation of firm-specific imperfections as the source of competitive advantage and the interrelationship between industry structure and competitive advantage.. This latter point may be omitted from undergraduate lectures and developed in a tutorial context. Figure 6.7. An explanation of the concept of sustainability and its determinants (on undergraduate programmes this may be included a little later in the course)
Chapter 6 - Competitive Position: Competitive Advantage 3/4Three Major Routes to Competitive Advantage: Is it possible for a firm to pursue more than one generic strategy?A re-statement of the ‘stuck in the middle’ hypothesis and a summary of the reasons for arguing that, in order to be successful, a firm should commit to a single strategy. The critique of this position and the implications of composite strategies. The relationship between generic strategies and market structure (this may be omitted on undergraduate programmes). On undergraduate programmes the following sections may form the basis of a second lecture
Market Segmentation AnalysisThe rationale for market segmentation analysis. The concept of offer curves and price/quality trade-offs (this element may be omitted on undergraduate programmes). The identification of segmentation variables.
Value Creation and Value AnalysisThe concept of value and consumer surplus. The link between value, competitive strategy and competitive advantage. Value maps could be included if time permits but can be omitted without losing the main thrust of the argument.
Chapter 6 - Competitive Position: Competitive Advantage 4/4Strategic Group AnalysisAn explanation of the concept of strategic groups and rationale for this kind of analysis. Mapping strategic groups over time and strategic groups in practice.
Industry TransformationUsing the 5 forces framework to gain insight into industry transformation. On undergraduate programmes this may be omitted from the main lecture and developed in tutorial sessions.
Business Models This is an optional part of this session and may be considered in a later slot.
An explanation of the terminology. The key elements of a business model. Business models in practice. Achieving a sustainable and defensible strategic position.
Larger ImageClick on ImageSource: Vadim Kotelnikov, GIVIS, Ten3 East-West
Chapter 8 - Life Cycles, Turnarounds, Entrepreneurs 1/5
LectureIntroduction A recap of the key arguments raised in the previous lecture which introduced the resource-based view and suggested that market and resource-based thinking were complements rather than substitutes. However, students should recognise that the frameworks introduce so far have been largely static in nature. This lecture introduces a more dynamic view of strategy and explores some of the ways in which managers may need to change their strategies over time.
Larger ImageClick on ImageSource: Vadim Kotelnikov, GIVIS, Ten3 East-West
Chapter 8 - Life Cycles, Turnarounds, Entrepreneurs 2/5
The life-cycle model An introduction to the industry life-cycle model, explaining the link between product life cycles and industry life cycles. An analysis of the various stages of the model, i.e. introduction, growth, maturity, etc. and the potential limitations of the framework.Slide: Figure 8.1Slide: A cautionary note on applying the life cycle model too generally
Analysing life-cycle effects This element of the lecture may be omitted for undergraduate students. An explanation of the Arthur D Little framework.Slide: Figure 8.3aSlide: Figure 8.3b
Click on Image. Larger ImageSource: © Copyright Journal of Artificial Societies and Social Simulation, [2003]
Chapter 8 - Life Cycles, Turnarounds, Entrepreneurs 3/5
Using the life cycle framework as an organising device The lecturer needs to make the link from the life-cycle model to the three 'events' which will now be explored in greater depth, namely start-ups, entry into heavily defended industries and corporate failure.Slide: bullet points listing key themesLecturers on undergraduate programmes may opt to cover only one or two themes.
Click on Image. Larger ImageSource: Copyright © Local Government Employers (LGE). the IDeA.
Chapter 8 - Life Cycles, Turnarounds, Entrepreneurs 4/5
Theme 1: Strategy and the Entrepreneur Discussion of the ways entrepreneurs are perceived and the representation of entrepreneurs as 'heroes', leading to a discussion of how entrepreneurs are definedSlide: bullet points outlining characteristic commonly attributed to entrepreneurs
Are Entrepreneurs Born or Made? Discussion of competing explanations, including antecedent influences, geographic/organisational context, environmental factorsSlide: Bullet points outlining different explanations
Click on Image.Source: © CreditSunrise Inc
Chapter 8 - Life Cycles, Turnarounds, Entrepreneurs 5/5
Entrepreneurship and IntrapreneurshipA discussion of the characteristics of entrepreneurial firms and entrepreneurial strategies leading into the introduction of the notion of intrapreneurship.
Do entrepreneurs have a shelf life?An outline of the tensions that are inherent in entrepreneurial strategies, as represented by the Icarus Paradox (Miller:1992)Slide: Bullet points outlining the key tensions lie behind the Icarus Paradox
Theme 2: New Entry Strategies Description of the move from start-up phase to growth. An explanation of sequential entry strategies and an exploration of the links between industry life cycle, competition and competitive strategySlide: bullet points outlining the main phases in sequential entry strategies.
Theme 3: Corporate Strategy and Turnaround A review of the common causes of corporate failure, the nature of turnaround strategies and actions for recovery.Slide: figures 8.9, 8.10, 8.11
Chapter 11 – Global Strategies and International Advantage 1/6
LectureLecture OutlineThe 'global strategies and international advantage' topic covers a lot of ground and on undergraduate programmes it might be worthwhile covering the topic over two lectures. The first lecture could focus on the concept globalization and the pursuit of international competitive advantage at the nation and industry level. The second could focus on firm level choices and the strategic options available to international firms
Chapter 11 – Global Strategies and International Advantage 2/6
Introduction – opening remarks should establish the link with previous lectures on competitive and corporate strategy and explain this lecture’s focus on the global arena
The Terminology of International Business – an explanation of key terms and the introduction of the notions of internationalization and globalization.Slide: The terminology of international business (list of key definitions drawn from p.412 and 413)
The Context of International Strategy – a brief review of the major trends in trade and foreign direct investment. A discussion of the factors driving globalization. Slide: Table 11.1 and 11.2
Chapter 11 – Global Strategies and International Advantage 3/6
National Competitive Advantage – an introduction to, and explanation of, the determinants of national competitive advantage (Porter’s diamond model). Lectures to postgraduate audiences could also include a discussion of the limitations of the model (discussed on p.434-436 of the text) and introduce the double diamond model. Slide: Figure 11.1
The Internationalization process – an explanation of the ways in which domestic firms develop their overseas activities and the evolution of different forms engagement in foreign markets over time. A summary of the advantages and disadvantages of these different forms of international activity, e.g. licensing, foreign direct investment, etc.Slide: Figure 11.2
From international to global strategies – a reiteration of the opening themes of internationalization, moving to a discussion of the strategic options available to multi-national firms, introducing the notion of multi-domestic and global strategies.Slide: Figure 11.3Slide: Bullet points contrasting multi-domestic and global strategies
Chapter 11 – Global Strategies and International Advantage 4/6
The Drivers of Globalization – a discussion of the forces that are driving the industries and firms to go global and the limitations of, and tensions in, this process Slide: Table 11.4
Global v Local – an outline of the trade-offs between standardisation and differentiation and the link between the strategic environment and available strategic options.Slide: Table 11.5
Strategic Choices – an explanation of Bartlett and Ghosal's four basic strategies used to enter and compete in international environmentsSlide: Figure 11.5
Chapter 11 – Global Strategies and International Advantage 5/6
The Best of Both Worlds – Transnational Strategies – an outline of what is understood by a transnational strategy and an explanation of implementing this strategy in practice.
Strategy and Organization – a return to one of the key themes running through the strategy literature, namely the strategy/structure debate. A discussion of the fit between strategy and structure in international firms, paying particular attention to Bartlett and Ghoshal's (1989) model. If time permits the lecturer may also like to re-introduce the notions of country-specific and firm-specific advantages and Rugman & D'Cruz's (2000) 'flagship'modelSlide: Figure 11.7Slide: Figure 11.11 (optional)
Managing International Organizations – an explanation of the complexity inherent in organising a multi-product, multi-market firm and a discussion of the ways in which managers may seek to organise and control such businesses.Slide: Bullet points for and against a matrix structureSlide: Figure 11.13
Chapter 11– Global Strategies and International Advantage 6/6
Concluding Comments – a summary of some of the main themes including the nature of globalization and the significance of national competitive advantage, the global/local debate and the way this connects with firm-specific versus country-specific advantages, the tantalizing possibility of gaining the 'best of both worlds' through transnationality and the possibilities and problems of developing appropriate organizational structures and systems to make the transnational organization a reality.
Chapter 14 -Risk and Uncertainty 1/
Lecture Introduction - A statement of the problems of decision making in the absence of complete information and dealing with risk and uncertainty.
Topical examples of crafting strategies in the face of risks and uncertainties to highlight some of the key debates.
Examples might include 3G licences in the mobile phone industry or risks from natural disasters.
Chapter 14 -Risk and Uncertainty 2/
Chapter 14 -Risk and Uncertainty 3/
Qualitative Research
The term qualitative research has different meanings in different fields, with the social science usage the most well-known.
In the social sciences, qualitative research is often a broad term that describes research that focuses on how individuals and groups view and understand the world and construct meaning out of their experiences.
It essentially is narrative-oriented and uses content analysis methods on selected levels of communication content. Other researchers consider it simply to be research whose goal is not to estimate statistical parameters but to generate hypotheses to be tested quantitatively. More …
• History • Overview • Applications • References • See also • External links
Qualitative Research
Click on Image. Larger ImageSource: Nova Southeastern University
• Qualitative Measures
• The Qualitative Debate
• Qualitative Data
• Qualitative Approaches
• Qualitative Methods
• Qualitative Validity
• The Qualitative ReportAn online journal dedicated to qualitative research
Qualitative Marketing Research
Qualitative research is a set of research techniques, used in marketing and the social sciences, in which data are obtained from a relatively small group of respondents and not analyzed with statistical techniques. This differentiates it from quantitative research in which a large group of respondents provides data that is statistically analyzed. More …
• The role of qualitative research
• Approaches • The main types of qualitative
research are …
• See also • Lists of related topics • External links
Quantitative Research Quantitative research is the systematic scientific investigation of quantitative properties and phenomena and their relationships. Quantitative research is widely used in both the natural and social sciences, including physics, biology, psychology, sociology, geology, education, and journalism. The objective of quantitative research is to develop and employ mathematical models, theories and hypotheses pertaining to natural phenomena. The process of measurement is central to most forms of quantitative research because it provides the fundamental connection between empirical observation and mathematical expression of quantitative relationships, based on models and theory.
• Overview and background
• Statistics in quantitative research
• Measurement in quantitative research
• Examples of Quantitative research
• See also
Business Intelligence The term business intelligence (BI) typically refers to a set of business processes for collecting and analyzing business information. This includes the technology used in these processes, and the information obtained from these processes. More …
• BI business processes • BI technology
• BI software types • History • Key performance indicators
• KPI example • Designing and implementing a
business intelligence programme
• See also • Related subjects
Click on ImageSource: © 2003 all-BI GmbH
Business Intelligence Tools Business intelligence tools are a type of Application software designed to help the business intelligence (BI) business processes. Specifically they are generally tools that aid in the analysis, and presentation of data. While some business intelligence tools include ETL functionality, ETL tools are generally not considered business intelligence tools.
• Types of business intelligence tools
• OLAP (including HOLAP, ROLAP and MOLAP)
• Reporting software (also called Pixel perfect reporting software)
• Data Mining • Business performance managem
ent (BPM)
• Open Source Business Intelligence Products
• Commercial Products • External links
Larger Image. Click on Image.
Source: (c) 2006 DM Review and SourceMedia, Inc.
Database ModelsA database is an organized collection of data. The term originated within the computer industry, but its meaning has been broadened by popular use, to the extent that the European Database Directive (which creates intellectual property rights for databases) includes non-electronic databases within its definition. This resource is confined to a more technical use of the term; though even amongst computing professionals, some attach a much wider meaning to the word than others. More …
Click on ImageTable of ContentsSource: McGraw Hill EducationDownloadable Slides:
• Chapter 1 • Chapter 2 • Chapter 3 • Chapter 4 • Chapter 5 • Chapter 6
• Chapter 7 • Chapter 8 • Chapter 9 • Chapter 10 • Chapter 11 • Chapter 12
Database Models
• History • Database models
• Flat model • Hierarchical model • Network model • Relational model
• Relational operations• Dimensional model • Object database models
• Database Internals • Indexing • Transactions and concurrency • Replication
• Applications of databases • Common Database Brands • See also
Click on ImageSource: (c) 2006 DM Review and SourceMedia
Data AnalysisData analysis is the act of transforming data with the aim of extracting useful information and facilitating conclusions. Depending on the type of data and the question, this might include application of statistical methods, curve fitting, selecting or discarding certain subsets based on specific criteria, or other techniques. Data visualization is sometimes an important part of data analysis, especially in the case of explorative data analysis. A special case is the data analysis in information technology audits.
The computer program SPSS (originally, Statistical Package for the Social Sciences) was released in its first version in the 1960s, and is among the most widely used programs for statistical analysis in social science.
Click on ImageSource: © 2001-2006 Accelrys Software Inc.
Data AnalysisThe many features of SPSS are accessible via pull-down menus (see image) or can be programmed with a proprietary 4GL "command syntax language". Command syntax programming has the benefits of reproducibility and handling complex data manipulations and analyses. The pull-down menu interface also generates command syntax, though, by default, this is invisible to the user. Programs can be run interactively, or unattended using the supplied Production Job Facility. Additionally a "macro" language can be used to write command language subroutines and SAX Basic "scripts" can access the information in the data dictionary and manipulate the default output. Scripts will be gradually replaced by the more functional Python programmability extension.
• The Program SPSS • SPSS The Company • See also • External links
Click on ImageSource: [email protected]
Also see Resources to help you learn and use SPSS
Research Report Research reports are business reports produced by business research firms (and commercial and investment banks) by their financial analysts. The reports are designed to dig out the important pieces of companies operational and financial reporting to paint a picture of the future of companies to assist debt and equity investing. The "estimated" quarterly earnings numbers of publicly owned companies are spelled out in these reports to the investment community.
• Issuers • Brokerage • Independent
• Recent issues • Financial services
• See also • External links
• Research and analyst websites• Guides • Reports
