BUSMHR 4490 Exam 1
"sixth" Force - ANS-The Strategic Role of Complements
2 Incumbency benefits apart from size - ANS-1. Location
2. Established brand
2 Insights for Porter's five Forces: - ANS-1. Competition must be viewed extra widely to
embody other forces (consumers, suppliers, ability new entrants, chance of alternative)
2. The earnings ability of an enterprise is a feature of the five forces that shape competition
3 Elements of a "accurate approach" - ANS-1. Diagnosis
2. Guiding Policy
3. Set of Coherent Actions
three Reasons for Tradeoffs - ANS-1. Inconsistencies with photo or recognition
2. Tradeoffs arise from sports themselves
3. Limits to inner coordination & control
4 types of industries - ANS-1. Perfect Competition
2. Monopolistic Competition
three. Oligopoly
four. Monopoly
five Steps in Stakeholder Impact Analysis - ANS-1. Identify Stakeholders
2. Identify their claims & pastimes
3. Pick out Opp and threats they may gift
four. Identify social responsibilities
five. Address stakeholder subject
According to Porter, Strategy is (four): - ANS-1. Choosing to perform activities in another
way or to perform one of a kind activities than rivals
2. The advent of a completely unique and precious position, regarding a special set of sports
3. Choosing what NOT to do
four. Creating a FIT amongst a enterprise's sports
AFI Strategy Framework - ANS-Analyze, formulate, put in force; explains & predict
differences in organization performance and enables managers formulate & put in force a
approach
Basic View of the SCP Model - ANS-Industry shape influences how firms behave
Black Swan Events - ANS-incidents that describe exceptionally improbably however
excessive-effect events; 11th of September
"sixth" Force - ANS-The Strategic Role of Complements
2 Incumbency benefits apart from size - ANS-1. Location
2. Established brand
2 Insights for Porter's five Forces: - ANS-1. Competition must be viewed extra widely to
embody other forces (consumers, suppliers, ability new entrants, chance of alternative)
2. The earnings ability of an enterprise is a feature of the five forces that shape competition
3 Elements of a "accurate approach" - ANS-1. Diagnosis
2. Guiding Policy
3. Set of Coherent Actions
three Reasons for Tradeoffs - ANS-1. Inconsistencies with photo or recognition
2. Tradeoffs arise from sports themselves
3. Limits to inner coordination & control
4 types of industries - ANS-1. Perfect Competition
2. Monopolistic Competition
three. Oligopoly
four. Monopoly
five Steps in Stakeholder Impact Analysis - ANS-1. Identify Stakeholders
2. Identify their claims & pastimes
3. Pick out Opp and threats they may gift
four. Identify social responsibilities
five. Address stakeholder subject
According to Porter, Strategy is (four): - ANS-1. Choosing to perform activities in another
way or to perform one of a kind activities than rivals
2. The advent of a completely unique and precious position, regarding a special set of sports
3. Choosing what NOT to do
four. Creating a FIT amongst a enterprise's sports
AFI Strategy Framework - ANS-Analyze, formulate, put in force; explains & predict
differences in organization performance and enables managers formulate & put in force a
approach
Basic View of the SCP Model - ANS-Industry shape influences how firms behave
Black Swan Events - ANS-incidents that describe exceptionally improbably however
excessive-effect events; 11th of September
