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Integritive nature of B207 (Main Concepts of block 3 - Building Long Term…
Integritive nature of B207
Competing in a global context
:globe_with_meridians:
Global trade environment
:chart_with_upwards_trend:
Competitors
Absolute Comparative Advantage
Relative Comparative Advantage
Opportunities
Threats
Porter's Diamond Model (1990)
Porter's Five Forces of Competition (1980)
Financial Flows
:money_with_wings:
Taxation
OECD
BEPS project
Exchange rates
#
Operations
:factory:
Operations strategy
Global supply chain
#
vertical integration
Outsourcing
Benefits
Cost reduction
Disadvantages
Time
Carbon footprint
Off-shoring/re-shoring
#
HRM
#
#
Globalisation
:person_with_blond_hair: :person_with_pouting_face::skin-tone-5: :globe_with_meridians:
#
Convergence
International norms
Cost reduction
Ethical
#
Improved business relations
Divergence
Local/parent company norms
Bucking the trend
Cross-vergence
Best of both
Glocalisation
Innovation
Multi-culturalism
#
International marketing
:newspaper:
Entering and operating
#
Joint ventures
franchising
Direct/indirect exporting
Branding
Karferer's brand identity prism
Global brand
International brand
Local brand
Brand tribes - tribal clover
Macro-environment
Consider characteristics of country entering
Trading systems
Socio-economic considerations
technological considerations
Economic considerations
Political and legal considerations
Ethical considerations
#
Ethics
:check:
Corporate social responsibility
Customer protection
Commercialisation and cultural homogenisation
Targeting low income in developing countries
Geographical segregation
Main Concepts of block 3 - Building Long Term Success
Time and innovation
Business incubators
medium/long term
Start-up accelerators
Short term
Cycle of innovation
Business cycle
Product life cycle
Longwaves of economics
Virtuous/vicious cycle
Sustainable innovation culture
Long term - stable environment for continuous innovation
Social progress
Short term thinking
Detrimental
Politics
Stakeholders
Analysis
Power vs interest matrix
Political astuteness skills
Political games
value/interests
Creating Value
Organisation
Stakeholders
Customers
Power
Political activism
Organisational culture
Innovation value chain
Institutional entrepeneurs
Short and long term value
Innovation
New product
Worth
Use value
Exchange value/market worth
Employment relations
Human Resource Management
Employee well-being and productivity
Unions
Power
Employers
Employees
Employee inclusion / employee participation
Organisational cullture
#
Change management
Resistance to change
Kottler (1996), 8-step process
Sustainable transformation culture
Techniques
Change one unit
Diffusion of innovation
innovators
early adopters
early majority
late majority
laggards.
Change management
Control measures
Business functions
Change Leadership
Vision and people
Employee empowerment
Productive, valuabe, efficient
More job mobility
Increased job uncertainty
Better skilled, less skilled jobs
Creating value
Finanical reporting
measurement crucial
Historical value
GAAP
Deprival value
Fair value
Shareholder value
10 ways to create shareholder value (Rappoport, 2006)
Think long term
Creating Shared Value (Porter and Kramer, 2011)
Business strategy
Competitive advantage
Profit through solving socil isses
Quality
Reducing errors
Six-Sigma
Quality Assurance
Quality control
Seven key tools to controlling quality
Zone of tolerance
Quality Gaps model
Strategy
Importance-perfornace matrix
Operational risk
Hazard
Likelihood
Impact
Risk
Sources
Supply
Operation
Design
Customer
Environmental
operational resilience management (ORM) programme
Risk mitigation strategies
Relationship marketing
Customers
Loyalty adder
S-D Logic
Relationship life cycle
Business
Relationship States and migration mechanisms
Internal
Internal corporate communication
Types of employees
Crisis
Types
Managed
Tybout and Roehm (2009) four step framework
Griffin (2008) top 10