...Resource-based Model Focuses inside the firm Core competencies Costly to imitate Differences in firms' Resources and capabilities Unique Rare performance due that serve as a source of Form into Nonsubstituable Resources Integrate Capabilities primarily due to competitive advantage Source of/ Capacity for a set of Inputs into firm's Often May lead to resources to perform a production process developed in Measured by product's = Competitive Advantage task or an activity in an specific 1. Physical performance characteristics Creating value integrative manner functional area 2. Intellectual and and by which customers are 4. Reputation assets Human willing to pay Created by 3. Organizational 5. Technological CA not permanently sustainable 6. Financial Therefore must exploit current adv. while Value creating strategy Low cost and/or high Tangible vs Intangible simultaneously form new advantages Superior differentiation Warning: Core Duplication - more difficult for - Value of tangible assets rigidities comprtitors to constrained Limited life competitive advantage Sustainability of CA affected by - Historical: A unique and a valuable organizational Step 2; cultural/brand name If satisfy: - Ambigouous cause Valuable Organisation- Social complexity Exploit opportunity or neutralize threat - Distinguishes company - Reflect its personality 1. Environmental changes 2. Availability of substitutes 3. Imitability Of core competence Step 1 Value Chain Analysis -To identify...
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...and arithmetic/logical unit together known as CPU (central processing unit). –Arithmetic/Logic Unit: carries out mathematical operations and logical comparisons, consist of very large scale integrated circuits, can perform billion operations per second, numbers taking from memories as input and results stored in memory as output. -Control Unit: controls the other five compo of the comp system, enables the comp to take advantage of speed and capacity of its other compo, list of operations called a program, these operations read from memory, interpreted and carried out one at a time (stored program concept). –Cache memory: high speed, high cost storage, used as intermediary between control unit and main memory, compensates for speed mismatches built into the comp system. –Multiple processor configurations: a comp system usually contains more than one processor, dual processor contain two physical separate processors as two separate chips, dual core contain two complete processors manufactured as a single chip, dual processor are better and faster. –Input: devices allow users to enter data into the comp for processing, common devices: keyboard, disk drive, magnetic ink character, etc) –Terminal: Simpler than PC, design for input and output, connected to computer with telecommunication line. –Output: devices produce results in usable format, common output methods: printer, output to paper using various types of printers, video display unit, displays output on a screen. –Data: Streams...
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...Problem: Prada requires a significant amount of capital both to re-finance debt that is maturing in the next six to twelve months and to finance its intended growth into the Asian (especially Chinese) markets Alternative Solutions: #1) IPO: (Initial Public Offering) Cons: High tax and pricing "We received little demand from our (retail) clients for the (Prada) shares. It might be the 12.5 percent tax that scared them away and the pricing itself was expensive when it compared with its peers," said Alfred Chan, chief dealer at Cheer Pearl Investment. "Unlike institutions, our retail clients hold the shares for a much shorter term," he added. "Consumers are willing to pay a very high premium chasing after brands, but it's not the case for investors. Investors are concerned about reasonable valuation and pricing" -Conita Hung, head of equity - research of Delta Asia Financial. Prada warned in its IPO prospectus that Hong Kong residents would be liable to a withholding tax on dividends on top of the capital gains tax. Hong Kong is known for its low-tax regime, with no capital gains taxes, no sales tax or value added tax (VAT) and has among the smallest income taxes on salaries. Apart from the tax issues, retail appetite for Prada may have been reduced due to volatile global markets in recent weeks “There’s going to be quite a lot of pressure on Prada,” said Espinasse, the...
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...NETWORK CAPABILITY – EMERGING AS PART OF AN INDUSTRIAL FIRMS COMPETENCE CONFIGURATION Jukka Vesalainen, University of Vaasa, Department of Management jukka.vesalainen@uva.fi Henri Hakala, University of Vaasa, Department of Management henri.hakala@uva.fi Abstract: The network capability refers to the firm’s ability to build, handle and exploit relationships. These capabilities are interwoven in the complex configuration with other capabilities and competencies of the firm and are, in practice, very difficult to separate from them. Rather than assuming that firms inherently possess network capability, our aim is to discover if this actually naturally occurs in the discourse of the top management teams. In order to understand how managers perceive, process and interpret network capability, the management teams of six industrial subcontractors were guided through a five-step process of introducing, identifying, critical screening, challenging and verifying the capabilities of the firm. The paper introduces strategic capability architecture and investigates how network capability emerges within the configuration of other capabilities in these firms. We found that in customer oriented capability sets, network capabilities are central to the formation this kind of capabilities. In other types of capability sets, networking capabilities play an important role as assets in the formation of the capability sets. Furthermore, we identified that the networking capabilities act in unison with...
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...Executive Summary At the beginning of 2009, Wal-Mart top management faces the question of whether the same strategy that it has been adopting in the past can be used to maintain the company’s remarkable performance and growth in the next decade. In the last 10 years, Wal-Mart has achieved strong and constant growth in sales and net income. It has maintained the leading position in the U.S. discount retail industry and has become the largest retailer in the world. With the maturity of the industry, coupled with the intense competition from rivalry companies, maintaining the current level of high performance becomes very challenging. The Porter’s Five Forces analysis reveals that the competition among rivals is the driving force of the industry, in which price is the most critical factor. The value chain analysis and resource based view analysis show that Wal-Mart has been very successful in implementing the strategy as the low-cost leader by inculcating cost efficiency in its corporate culture, management style, and operations. It has been the pioneer in adopting cutting edge technology to streamline its supply chain, and to understand and respond timely to customer demand. Wal-Mart has developed many strengths that help guard its leading position and open door to many opportunities for expanding the business. However, it also faces threats from growing too big and in many areas, which makes it vulnerable to losing control, weakened cooperation...
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...Stock Report | October 2, 2012 | NYS Symbol: TJX | TJX is in the S&P 500 TJX Companies Inc (The) 55555 S&P Recommendation BUY Price $45.17 (as of Oct 2, 2012) 12-Mo. Target Price $50.00 Investment Style Large-Cap Growth UPDATE: PLEASE SEE THE ANALYST'S LATEST RESEARCH NOTE IN THE COMPANY NEWS SECTION GICS Sector Consumer Discretionary Sub-Industry Apparel Retail Summary TJX operates several chains of off-price apparel and home fashion specialty stores in the U.S., Canada, Germany, Poland, Ireland and the U.K. Key Stock Statistics (Source S&P, Vickers, company reports) 52-Wk Range $46.67– 26.89 Trailing 12-Month EPS $2.26 Trailing 12-Month P/E 20.0 $10K Invested 5 Yrs Ago $32,954 S&P Oper. EPS 2013 E S&P Oper. EPS 2014 E P/E on S&P Oper. EPS 2013 E Common Shares Outstg. (M) 2.50 2.77 18.1 736.1 Market Capitalization(B) Yield (%) Dividend Rate/Share Institutional Ownership (%) Price Performance $33.250 1.02 $0.46 87 Beta S&P 3-Yr. Proj. EPS CAGR(%) S&P Credit Rating 0.56 17 A Qualitative Risk Assessment 30-Week Mov. Avg. 10-Week Mov. Avg. 12-Mo. Target Price Relative Strength GAAP Earnings vs. Previous Year Up Down Volume Above Avg. No Change STARS LOW MEDIUM HIGH Below Avg. Our risk assessment reflects our view of TJX's leadership position in off-price retail and promising new merchandising and productivity initiatives that could boost sales and profit ...
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...Executive Summary At the beginning of 2009, Wal-Mart top management faces the question of whether the same strategy that it has been adopting in the past can be used to maintain the company’s remarkable performance and growth in the next decade. In the last 10 years, Wal-Mart has achieved strong and constant growth in sales and net income. It has maintained the leading position in the U.S. discount retail industry and has become the largest retailer in the world. With the maturity of the industry, coupled with the intense competition from rivalry companies, maintaining the current level of high performance becomes very challenging. The Porter’s Five Forces analysis reveals that the competition among rivals is the driving force of the industry, in which price is the most critical factor. The value chain analysis and resource based view analysis show that Wal-Mart has been very successful in implementing the strategy as the low-cost leader by inculcating cost efficiency in its corporate culture, management style, and operations. It has been the pioneer in adopting cutting edge technology to streamline its supply chain, and to understand and respond timely to customer demand. Wal-Mart has developed many strengths that help guard its leading position and open door to many opportunities for expanding the business. However, it also faces threats from growing too big and in many areas, which makes it vulnerable to losing control, weakened cooperation...
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...Find more on www.studymaterial.ca ADMS 2511 MIS Notes Ch 1 – Modern Organization in the Global, Web-Based Environment Management information systems (MIS)- deals with the planning of info tech to help people perform tasks related to info processing and management Information technology (IT)- any computer-based tool used with info to support the needs of an org Importance of Planning for IT -a new info system can apply to the whole org, or a specific area of the org Application portfolios- are groups of new system proposals (apps that have to be added/modified) IT Planning -begins with an organizational strategic plan -states the firm’s mission, goals, and steps to reach those goals -IT architecture describes the way an org’s info resources should be used to accomplish its mission -includes both technical (hardware operating systems) and managerial aspects (managing the IT dpt, how area managers will be involved) IT strategic plan- LT goals that describe the IT infrastructure and major IT initiatives to achieve the organization’s goals -it must meet three main objectives: -must be aligned with the org’s strategic plan -must provide for an IT architecture that networks users, apps, and databases -must efficiently allocate IS resources among different projects so they can all be completed on time, within budget, and function properly IT steering committee- composed of managers/staff who rep diff organizational units -they establish IT priorities...
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...** ASSESSMENT EXAM QUESTIONS – THESE ITEMS WILL DEFINITELY APPEAR ON THE FINAL EXAM ** CHAPTER 1 |1-113. |Marketing will not happen unless: | |A) |e-commerce is flourishing. | |B) |facilitators are present to simplify exchange. | |C) |middlemen are present to facilitate exchange. | |D) |two or more parties each have something they want to exchange for something else. | |E) |an economy is market-directed rather than planned. | |1-120. |MACRO-marketing: | |A) |is a social process. | |B) |tries to overcome "discrepancies of quantity" and "discrepancies of assortment." | |C) |tries to effectively match supply and demand. | |D) |tries to overcome the many separations...
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... not opportunities Does IT matter? • Inherently strategic because of indirect effects • Creates possibilities and options that did not exist before • May become ubiquitous! The insight to harness the potential is not distributed evenly. Does IT matter? Three broad lessons • Extracting value from IT requires innovations in business practices. • IT’s economic impacts comes from incremental innovations rather than “big bang” initiatives. • The strategic impact of IT investments comes from the cumulative effect of sustained initiatives to innovate business practices in the near term. http://www.youtube.com/watch?v=SUe-tSabKag The changing scope of IS: from 1950s to present day Beyond the Enterprise: Institutional Supply Chain Core: Data collection Decision...
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...A Balanced Scorecard approach generally has four perspectives: Financial Internal business processes Learning & Growth (human focus, or learning and development) Customer Each of the four perspectives is inter-dependent - improvement in just one area is not necessarily a recipe for success in the other areas. Areas * Finance Return On Investment Cash Flow Return on Capital Employed Financial Results (Quarterly/Yearly) * Internal Business Processes Number of activities per function Duplicate activities across functions Process alignment (is the right process in the right department?) Process bottlenecks Process automation * Learning & Growth Is there the correct level of expertise for the job? Employee turnover Job satisfaction Training/Learning opportunities * Customer Delivery performance to customer Quality performance for customer Customer satisfaction rate Customer percentage of market Customer retention rate the Balanced Score Card introduces the drivers of future financial performance. (Figure 1) The drivers (customer, internal business process, learning & growth perspectives) are derived from the organization's strategy translated into objectives and measures. The Balanced Score Card is more than a measurement system it can be used as an organizing framework for their management processes. The real power of the Balanced Score Card is when it is transformed from a measurement system to a management system. It fills...
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...| Mergers & Acquisitions | Acquisition Case Study: Amazon’s acquisition of Zappos, November 2009 | | Stephen Greening | 26/04/2014 | WORD COUNT: 2489 Contents Executive Summary 3 Introduction 4 Amazon Overview 4 Amazon’s Previous Acquisitions 5 Zappos Overview 6 Acquisition of Zappos 9 Strategy 11 Why Amazon wanted to acquire Zappos 11 Regulation 14 Valuation 15 Comparable Company Analysis (Comps) 15 Discounted Cash Flow (DCF) Analysis 16 Precedent Transactions Analysis 16 Historical Stock Price & Next Twelve Months (NTM) Analysis 17 Financing 19 Defence Tactics 21 Implementation 23 Risk 25 Conclusion 26 References 27 Books 27 eBooks 27 Journals 27 Online Images 27 Presentation 28 Reports 28 Websites 28 Executive Summary In November 2009, ‘Amazon, Inc.’ (Amazon) completed the acquisition of ‘Zappos.com, Inc.’ (Zappos) in a deal worth around $1.2 billion. Amazon announced in July 2009, that it had reached a deal to acquire Zappos in a deal worth $847 million. The deal was financed by 10 million shares of Amazon common stock (worth around $807 million) and $40 million of Cash and Restricted Stock units on the balance sheet. Amazon is an American international electronic commerce (e-commerce) company, while Zappos is an online shoe and clothing shop. The acquisition of Zappos by Amazon was a friendly takeover; the public announcement, negotiation...
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...VINCENNES UNIVERSITY CATALOG Vol. LXIX August, 2010 No. 61 A COMPREHENSIVE TWO-YEAR COLLEGE OFFERING ASSOCIATE DEGREES IN THE LIBERAL ARTS, SCIENCES, EDUCATION, ENGINEERING, AND TECHNOLOGY AND OFFERING BACCALAUREATE DEGREES IN SPECIALIZED AREAS Accreditation The North Central Association of Colleges and Schools 30 North LaSalle Street, Suite 2400, Chicago, IL 60602 (312) 263-0456 www.ncacihe.org FAX 312-263-7462 Accreditation Review Council on Education in Surgical Technology and Surgical Assisting American Bar Association American Board of Funeral Service Education American Health Information Management Association Association of Collegiate Business Schools and Programs Commission on Accreditation of Allied Health Educational Programs Commission on Accreditation in Physical Therapy Education Federal Aviation Administration Higher Education Coordinating Board of the State of Washington Indiana State Board of Nursing Joint Review Committee on Education In Radiologic Technology National Alliance of Concurrent Enrollment Partnerships National Association of Schools of Art and Design National Association of Schools of Theatre National League for Nursing Accrediting Commission Printing Industries of America, Inc. Approved for Veterans Membership The American Association of Community Colleges Aviation Technician Education Council The Council of North Central Two Year Colleges The Higher Education Transfer Alliance The National Academic Advising Association The North Central Association...
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...collectively, it is evident that your past interactions influence your future interactions which influence your self concept and how you want to be in the future. In order to explore these themes, I have focused on the core characteristics of my relationship with my mother and two different socialisation outcomes of my childhood, to fully explore the impact that these themes have on an individual. The first core characteristic of my relationship with my mother is using her as a secure base; to an infant, a secure base is the attachment figure that they use as a point of safety that allows them to engage and explore their surroundings. As a child, my mother was used as a secure base, particularly in social settings, as I would engage more with other people when I was with my mother. This has resulted in me being more comfortable exploring new and different situations when I am with someone that I am familiar with. This definitely influenced my socialisation, especially my trait of being assertive. This attachment relationship has meant that my internal working model has been influenced by my expectation that other people, like my mother, will be able to be a secure base in our relationship. Unfortunately, these high expectations cannot always be met, thus my internal working model may be centred around avoidant attachment, as I do not want to be disappointed by others. The socialisation method...
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...backward integration. Buyers Power: # of buyers to sellers, product diff, switching cost, buyer's profit margin, multiple sources, threat of integration, volume orders Threat of Substituted Products: price/quality of substitute, buyer switching cost Rivalry among firms: # of competitors, size of competitors, industry growth rate, exit barriers, similarity. (-) static, zero-sum game (no collaboration between firms), perfect info (all you need). 3. Industry Evolution a)2 mechanisms b) Founding rate c) Failure rate 4. AMC Model * Attacker i. Awareness: new market opportunity, market dependence ii. Motivation: past performance (bad=attack), likelihood of success iii. Capabilities: internal social capital + resources & competitors weaknesses * Defender i. Awareness: market dependence, attributes of attackers (direct comp?) ii. Motivation: past performance, impact of attack, likelihood of success iii. Weaknesses of attackers, resources & caps. *Motivation! Dynamic 2 firms 5. Strategic Groups a) Not all firms in industry are the same b) competition localized (products, size, location) c)Existence req. mobility barriers (entry, exit) grouping/diff to switch prd. Internal: Organizational Capabilities 6....
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