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Shaping Business Opportunties (Innovation (Timing (Cycles (Waves of…
Shaping Business Opportunties
Innovation
Knowledge
Crossvergence
Business
functions
Marketing
HRM
Internal stakeholders
Education
Inequality
Balance
Cultural needs
Business objectives
Employee relations
Planning
BIG ideas
Evolution
Timing
Short-term
Long-term
Cycles
Waves of innovation
Virtuous
Vicious
Marketing
Branding
Mode of entry
Direct
Collaboration
Licensing
Alliances
Partnerships
Franchising
Segmentation
Premium
Low-end
Middle-market
Operations
Supply chain
Management
Bottlenecks
Identify
Reduce
Process improvement
Deliver goods/services
Control
Empowerment
Delegation
Relationships
Arms legnth
Partnerships
Type 1: Limited coordination
Type 2: Some integration
Type 3: Significant integration
Joint Ventures
Vertical
integration
Balance
Volume
Specialist
Direction
Upstream
Downstream
Extent
Narrow
Wide
Outsourcing
Hayes and Wheelwright:4 Step Model
Process
Inputs
Assets
People
Materials
Suppliers
Transformation
Material
processing
Mining
Manufacturing
Information
processing
News
Banking
Telecommunications
Research
Accounting
Customer
processing
Hospitality
Health and beauty
Entertainment
Outputs
Unit costs (profitability)
Products
Services
Customer Satisfaction
Environmental impact
Organisations
Sector
Private
Public
Four models
Voice
Trust
Targets
Choice and competition
Value
Political
Ecological
Stewardship
Quality
Ideological
Economic
Social
Non-for-profit
Globalisation
Internationalism
Interconnecting
Collaborating
Creating Value
Matching needs
Stakeholders
Customers
Value chain
Idea generation
In-house
Cross pollination
External
Idea conversion
Selection
Development
Idea difussion
Spread
Launch
Competing
Where?
Locally
Globally
Growth
Opportunities
New markets
New customers
New revenues
Challenges
Financial
Rules
Distance
Cultural barriers
Logistics
Comparative Advantage
Absolute
Relative
Porters models
Diamond
Demand conditions
Supporting industries
Firms and rivals
Factor conditions
Five forces
Buyers
Suppliers
Substitutes
Potential entrants
Industry competitors
Leadership
Five forms
Process
How?
Purpose
Why?
Position
Where?
Result
What?
Person
Who?
Motivation
Purpose
Feeling valued
Career
progression
Enablers
Communication
Clarity
Direction
Calmness
Management
Employee relations
Employability
Focus
Sustainability
Productivity
Employee empowerment
Less
Collective bargaining
Job security
Opportunities
Flexible working
People creativity
Innovation
Integrate workflow
Inclusive engagement
Empowerment
Meritocracy
Change
Managing people
through change
Early adopters
Early majority
Innovators
Late majority
Laggards
Control
Balance
Stability
Change-orientated
Resistance
Bottom-up (+)
Top-down (-)
Kotter (1996)
Culture
Behaviours
Values
Purpose
Risk
Identify
Likelihood
Hazard
Impact
Acceptance
Mitigation
Recovery costs
Invest to prevent
Reduce
impact
Continuity planning
Resillience
Processes
Types
Disruption
Environment
Social
Failures
Customer
Product
Supply
Operations
Enablers
Technology
Networks
Social
Private
Internet
Communications
Leadership
Strategy
Increase in flow
Money
Labour
Goods
Services
Information
Financing
Traditional
Working capital
Retained earnings
Bank facilities
Loan
Overdraft
Leasing
New ways
Microfinance
Crowdfunding
Peer-to-peer innovations