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Shaping Business Opportunities (Completing in a global context (Global…
Shaping Business Opportunities
Big ideas in organisations
Innovation
Fresh
Ideas
Methods
Products
Importance/needs
Competitive advantage
Progress/advancement
Improvement
Novelty
Within functions
Marketing
New
Advertising
Operations
Sourcing Suppliers
Production techniques
HRM
Training
Staff policies
Finance
New budgets
Sources
#
Types
Service
Delivery
Amenity
Conceptual
Policy
Systematic
Holistic Perspective
Combination
Business functions
Addressing
Innovation needs
#
Tasks
Idea generation
Transfer/diffusion
#
Element/resourse building
Prototype creation
Public/non-profit management
Quasi-market
#
Exchange stystem
Characteristics
Controlled/internal
Choice-and-competition
#
Promotes
#
Motivation
Power
Autonomy
Motivation
Marketing
Process
Market
#
Analysis
Porter's five forces
SWOT
STEEPLE
Offering formation
#
Implementation
#
Strategy Choice
#
Environment
Macro
Micro
Operations management
Inputs-process-output
Raising Finance
Options
#
Leasing
Overdrafts
Debt factoring
Equity
Working capital
Post-tax Profits
Product/Service design
#
Building long-term success
Sustainable
#
Innovation
Culture
Creative
#
Destruction
Destroy/abandonment
Previous
Ideas/processes
Timescales
Short-term
Expansion
Existing
Ideas
Objectives
Quick returns
Medium-term
Long-term
#
Cycles
Virtuous
Stimulate
Positive
Outcomes
Vicious
Negative
Outcome
Relationship Marketing
Benefits
Customer retention
Increased profits
Establishment
Customer
Loyalty
Orientation
Trust
Commitment
Internal marketing
Benefits
Consistant
Brand identity
Improves
#
Value
Creation
#
Internal
Stakeholders
Workforce
Shareholder
#
Interest groups
Environmental
External
Trends
CSV
Incorporation
Capitalist/Societal needs
Strategies
#
Innovation value chain
Diffusion
Idea generation
Conversion
#
Problem solving
Long-term
#
Worth
Approximation
Social
Use Value
Products/services
Market
#
Political
Astuteness
Skills
Reading people
Interpersonal
Personal
Strategic direction
Building
Alignment/alliances
Games
Analysis
#
Key Players
Employment relations
Employee
Inclusion
Decisions
Roles/duties
Empowerment
#
Self management
Personalisation
Training
Autonomy
Participation
Profit sharing
Corporate Board
Power relationship management
Power/interest matrix
Quality
Control
Assurance
Factors
Tangibles
Reliability
Responsiveness
Assurance
Empathy
Change Management
#
Completing in a global context
Convergence
Apply
Trends/best practices
Standardisation
Glocalisation
Adaptation
Corporate alignment
Legislative
Needs
Values
Cultures
Trends
Divergence
Cross-vergence
#
Global trade environment
Worldwide
Circulation
Information/data
Labour
Goods
Services
Money/investment
Balance of payments
General Agreement on Trade/tariffs
#
Competition
Levels
Local
Regional
National
Supra
Comparative advantage
Relative
Specialisation
Absolute
Territory proficiency
Porter diamond model
#
#
International Tax
Arm's Length
Transfer pricing
Mispricing
Illegal
Internal Multinational trading
Unitary
International Financial Reporting Standards
#
Supply chain management
Internationalism
Exposure
Customer
Cost effectiveness
#
Wider sourcing/procurement
#
Foreign Exchange Market
#
#
Currency
Exchange rates
Determined
Market Forces
Government intervention
Fluctuations