Mgmt 495

Front 1

Primary activities

Back 1

R&D, Prodn, Mkting, Customer Service

Front 2

R and D

Back 2

design of products and processes, can increase funtctionaliry of products and attractivivesness. May result in more efficient production processes. Also refers to design, can create sup. Value.

Front 3

Production

Back 3

creation process of good/service, mtfgs and retail. Can perform consistently w. high product quality, leading to differ.

Front 4

Mkting sales

Back 4

brand positioning, and ads, increase perceived value, can create value by discover customers needs.

Front 5

customer service

Back 5

can create supurior utility by solving customer problems

Front 6

Support activities

Back 6

allows primary to take place: supply chain mgmt, HR, IS, Infrastructure

Front 7

supply chain

Back 7

controls transmission of materials throughout value chain. Procurement, production, distribution. Done efficiently- creates more profit.

Front 8

Human Resources

Back 8

ensures company has right combo of skilled workers, people to perform value creating activities. Employee productivity raises, cs improves.

Front 9

IS

Back 9

electronic systems for managing inventory/sales

Front 10

infrastructure

Back 10

top mgmt can shape infras. Promote leadership

Front 11

4 factors (dist. Competencies) to help sustain comp adv

Back 11

superior efficiency, quality, innovation, customer response.

Front 12

Generic Comps

Back 12

allow company to differentiate it's product offerings and lower cost structure.

Front 13

efficiency

Back 13

device for transforming inputs into outputs.=outputs/inputs. More eff, fewer inputs required. Mearsured by employee productivity

Front 14

quality

Back 14

as excellence- design/style/aesthetics important. As reliability- product consistently performs intended purpose

Front 15

managers can boost profitability

Back 15

by obtaining greater slaes revenue from capital. Increasing capital turn over

Front 16

durability of CA

Back 16

depends on height of barriers to immitation, capability of competitors, and level of dynamism in industry

Front 17

3 reasons for failure

Back 17

inertia, prior strategic commitments, icarus paradox.

Front 18

competitive adv.

Back 18

in order to gain, pursue strategies that build on exsisting r and c and develop new competencies.

Front 19

Distinctive comp

Back 19

firm specific strenghts of a company,

Front 20

dynamism

Back 20

most dynamic have high rate of product innov. Lifestyles shortened. CA is fleeting, rapidly changing.

Front 21

inertia

Back 21

companies find it difficult to change strategies in order to adapt to changing competitive environment.

Front 22

icarus paradox

Back 22

greatest asset causes demise. Get caugt up in success and don't pay attention to market realities.

Front 23

EOS

Back 23

2 sources: ability to spread fixed costs over large prod'n volume- increase sales rapidly to do so. 2nd- greater division of labor and specialization enables very skilled employees

Front 24

efficiency based cost adv

Back 24

increase eff, lower cost structure

Front 25

ROIC

Back 25

net profit/invested capital. NP=total rev-total cost. Equals return on sales times capital turnover. Measure of profitability.

Front 26

profitability

Back 26

important for internal analysis-identify how strategies relate to its profitabilty.

Front 27

Role of capabilities causing inertia

Back 27

org capa. Can be a source of CA but often difficult to change, bc of dist. Of power and influence embedded w/in company

Front 28

learning effects

Back 28

cost savings that come from learning by doing

Front 29

experience curve

Back 29

systematic lowering of cost structure and unit cost reductions that have been obeserved to occur over product life- EOS and LE underlie this.

Front 30

Customer defection rate

Back 30

churn rates. % of a companies customers who defect every year to competitors. Determined by customer loyalty.

Front 31

self managing teams

Back 31

teams where members coord their own activities make their own wages, hiring, training, and work/reward decisions.

Front 32

pay for performance

Back 32

can help increase productivity, define what kind of perfomrance is to be rewarded and how.

Front 33

poor commercialization of new products

Back 33

?

Front 34

Value chain

Back 34

all segements are value creating functions, will be source of CA

Front 35

Frontier

Back 35

our ca will be one of five on frontier: Eff, QIW, CR, QAC, Innov.

Front 36

R And C

Back 36

lie somewhere within value creating functions

Front 37

Industrial organization

Back 37

IO Model, competitors are there, make most of R and C. Or option 2- Resource base.

Front 38

frontier 2

Back 38

cost, diff, focus cost, focus diff, broad diff.

Front 39

Mintzbergs 5 p's

Back 39

Plan, ploy, pattern, postion, perspective

Front 40

Plan

Back 40

conciously and purposefully(goals/vision/values) developed plan, know context of inside company and outside environment.

Front 41

Ploy

Back 41

to out manuever competition, figure out "game" to outsmart competition

Front 42

Pattern

Back 42

stream of actions-both intended and not. A process

Front 43

Position

Back 43

deined on a competitor or a series of comps

Front 44

Perspective

Back 44

certain mindset on how to perceive the values/vision/goals

Front 45

Indentifying

Back 45

mission and agenda setting

Front 46

Analyzing

Back 46

external analysis and internal.

Front 47

CEO to achieve prof growth and sup prof (one or both)

Back 47

productivity focus- how can I improve cost structure, increase asset utilization. Or growth focus- expand revenue ops and enhanve customer value.

Front 48

Resources

Back 48

assets of a company

Front 49

capabilities

Back 49

a companies skills at coordinating its resources and putting them ot productive use.

Front 50

mission statement

Back 50

who what why how. Business model, vision mission values, how we make money.