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A company’s strategy is related to the fact that managers at all companies face three central questions in thinking strategicly about their company’s present circumstances and prospects
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A company’s strategy is related to the fact that managers at all companies face three central questions in thinking strategicly about their company’s present circumstances and prospects What is the present situation? Where do we go from here? How should we get there?
Strategy the competitive moves and business approaches a company’s management are using to grow the business and attract and please customers, compete successfully, conduct operations, and achieve tatgeted organizational performance.
What is related to strategy: How management intends to grow the business, how to build a loyal clintel and outcompete rivals, how to boost the company’s performance, and how each functional piece of the business will be operated.
The heart and sould of any strategy is the actions and motives in the marketplace that managers are taking to improve the company’s financial performance, strengthen its longterm position, and gain a competitive dge over rivals.
A company achieves sustainable competitive advantage when an attractive number of buys have a lasting preference for its products or services as compared to competitors
The difference between a company's strategy and a company's business model trategy:company's action plan for running the business and building competitive advantage. BM: wether the revenues and costs flowing from the strategy will allow the business to earn satisfactory profits and returns on investment.
A winning strategy is one that fits the company's internal and external situation, builds sustainable competitive advantage, and boosts company performance
A strategic vision for a company delineates management's aspirations for the business, providing a panoramic view of "where we are going" and a convincing rationale for why this makes good business sense for the company. strategic path for the futre
The difference between a company's mission statement and the concept of a strategic vision a MS concerns an enterprise's present business scope and purpose—"who we are, what we do, and why we are here". SV is on the direction the company is headed and what its future product-customer-market-technology focus will be.
strategic inflection point. When there's an order of magnitude change in a company's environment that dramatically alters its prospects and mandates radical revision of its strategic course
A company's objectives or performance targets represent a managerial commitment to achieving specified outcomes and results well-stated objectives are quantifiable, or measurable, and contain a deadline for achievement.
A balanced scorecard for measuring company performance entails setting both financial and strategic objectives and putting balanced emphasis on their achievement.
As per Figure 2.2, the strategy-making hierarchy in a single business company consists of business strategy, functional strategies, and operating strategies/ a diversified company it consists of corporate strategy, business strategies (one for each business the diversified company is in), functional strategies, and operating strategies.
A company's strategic plan consists of management's vision of where the company is headed, the established financial and strategic objectives, and management's strategy to achieve the objectives and move the company along the chosen strategic path.
The Five Forces Model Substitute products, Buyers, Potential new enterence, Suppliers of raw materials, Rivarly among competing sellers.
Created by: ehums
 

 



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