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B207 (Finance (Tax and Exchange rates (multinational corporation, Taxes…

- - - - five step naming process (Kohli & LaBahn, 1997)
  - - - physical resources
      - cultural norms
      - political regulations
      - stakeholders
      - influences
    - - Customer relationships
      - stakeholders
      - prevailing cultures
      - governance structures
      - environment
  - - - domestic production with least disadvantages
    - - Import goods cheaper than producing them domestically
    - - international
      - imports
      - multinational
    - - trade agreements
      - negotiations
      - Uruguay Round
- - - - STEEPLE
        
        Social
        
        Technelogical
        
        Environmental
        
        Ethical
        
        Political
        
        Economic
        
        Legal
      - SWAT Analysis
      - PESTLE
        
        Political
        
        Econmic
        
        Social
        
        Technological
        
        Legal
        
        Environmental
    - - Five Forces of Competition, Porter, 1980
        
        industry competitors
        
        suppliers
        
        Substitutes
        
        potential entrants
        
        Buyers
  - - - success characteristics
        
        Short-term
        
        extension to existing
        
        Medium-term
        
        relaunch
        
        dramatic reaction
        
        new market
        
        investment required
        
        Long-term
        
        higher risk
        
        new visions
        
        higher rewards
      - sustainable culture
        
        cycles of change
        
        business cycle
        
        product life cycle
        
        schumpeters waves accelerate
        
        virtuous
        
        vicious
      - culture #
        
        status quo
        
        creative destruction
      - creating value #
        
        value players #
        
        suppliers
        
        employers
        
        employees
        
        consumers
        
        investors
        
        interest groups
      - change
        
        categories
        
        early adapters
        
        early majority
        
        later majority
        
        laggards
        
        innovators
        
        resistence
        
        fear of uncertainty
        
        status quo
        
        distruct
    - - stakeholder analysis
        
        external
        
        coalitions
        
        internal
        
        conflicts
      - context
        
        analyse
        
        manage
        
        understand
      - skills
        
        personal
        
        interpersonal
        
        reading people/situations
        
        building alliances
        
        strategic direction/scanning
    - - interactions
        
        HRM
        
        regulations
        
        economic
        
        legal
        
        industrial
      - strategy
        
        employee negotiations
        
        inclusion
        
        empowerment
        
        employees #
        
        efficient
        
        productive
        
        valued
        
        investments
        
        participation
        
        input/influence
      - employability
    - - reporting
        
        HCA
        
        pros
        
        most objective
        
        audit trail
        
        cons
        
        ignores inflation
        
        not true value
        
        judgement
        
        inability to always determine cost
        
        FVA
        
        pros
        
        most relevant
        
        objective
        
        cons
        
        subjective
        
        not logical
        
        contradicts going concern
      - Shared Value #
        
        competitive advantage
        
        company productivity
        
        environmental impact
        
        supplier viability
        
        employer skills
        
        worker safety
        
        employee health
        
        water use
        
        energy use
        
        eco system
        
        collective impact
    - - quality management
        
        assurance
        
        marketing
        
        specification
        
        design
        
        control
        
        manufacturing
        
        delivery
      - customer satisfaction
        
        dimensions of service quality
        
        quality gaps model
      - strategic improvement
        
        importance-performance matrix
    - - .
        
        hazard
        
        .
        
        .
        
        environmental
        
        likelihood
        
        .
        
        .
        
        reputational
        
        project
        
        H&S
        
        impact
        
        major
        
        negligible
        
        minor
        
        severe
      - operational resilience
      - risk mitigation
        
        approach
        
        avoid
        
        reduce
        
        transfer
        
        share
        
        take
    - - technology
        
        communicate
        
        customers
        
        engage
        
        .
      - relationships
        
        customers
        
        collaborative exchanges
        
        discrete exchanges
        
        business to business
        
        strong supply chains
        
        internal
        
        roles
        
        frontline #
        
        backroom #
        
        types
        
        champions
        
        agnostics
        
        cynics
        
        sabotuers
      - .
        
        success
        
        key marketing measures
        
        other measures
        
        multiple measures
        
        crisis
        
        brand saboteurs
        
        consumer
        
        employee