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ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Competences are valuable when they are relevant for developing superior products and services They are needed to compete in an industry | Value | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Competences need to be scarce to contribute to a firm’s competitive advantage If a firm controls a competence that is controlled by a numerous competitors, then the competence is unlikely to be a source of competitive advantage | Rarity | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Inimitability: Competences need also be difficult to imitate Nonsubstitutability: Competences do not have strategic equivalence | What are the sources of sustainable competitive advantage? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Four reasons: Time Compression Diseconomies Asset Mass Efficiencies Social Complexity Causal Ambiguity | Why do rivals find difficult to imitate a focal firm’s competences? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1. Brand Loyalty and Reputation 2. Learning Curve 3. Rival response lag: • time it takes for competitors to recognize, evaluate, and formulate a response • waiting times for specialized equipment • rivals are unwilling to let go of their existing profitable businesses. 4. Patents and Trade marks | What are some of the mechanisms for sustaining first mover advantages? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1) Free-rider effects 2) First movers can quickly lose their advantage when commercialization is high, shifts in technologies are frequent and they are reluctant to self cannibalize | What are some of the disadvantages of being the first mover? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | AFC= Advantage-creating Frequency 1) Disruptive ACF- Technological innovation (discover radically new technologies) and Product innovation (frequently introduce new products ahead of rivals) 2) Incremental ACF: frequently improve and upgrade the value of their existing products and services. | What is ACF and what are the types? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | - early movers can quickly respond through imitation - able to study customer reactions - avoid both mistakes and huge costs of first movers - can develop more efficient processes and technologies | What are some of the early mover advantages? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | onomies of scope are cost advantages that result when firms provide a variety of products rather than specializing in the production or delivery of a single product or service. Economies of scope also exist if a firm can produce a given level of output of each product line more cheaply than a combination of separate fi... | Economies of scope | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | The costs of designing a brand new complex product is higher than the costs of designing an upgraded system through partial retention of existing components | Economies of substitution | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Three reasons: – Increased rate of self-cannibalization – Time compression diseconomies – Red Queen phenomenon | What are the acceleration costs trade offs (as advantage creating frequency increases, why do costs also increase? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | • Products are complex systems consisting of many interdependent components designed and manufactured by different companies • Interfirm collaboration and coordination are critical for achieving compatibility across components | what are strategic networks? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | – Reacting – Anticipating – Leading | From Competing on the Edge Strategy, what does it mean to manage change? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | – Unpredictable – Uncontrolled – Inefficient – Proactive – Continuous – Diverse | Characteristics of competing on the edge strategy: | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | – Unclear industry boundaries – Unpredictable competition – Uncertain environmental changes (technological advances or customer preferences) – Decentralized decision making (at business units) | Competing on the Edge Strategy Assumptions | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Edge of Chaos, Edge of time, and Time Pacing | How do firms achieve semicoherent strategic tendency? (Edge strategy) | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | I/O: Selecting favorable industry or position within industry RBV: Identifying/developing strategic resources DS: Recognizing and exploiting profit opportunities | How do firms create competitive advantage according to the I/0, RBV, and DS models? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | I/O: Defend your market position; RBV: Ex-post limits to competition (inimitability and nonsubstitutability); Leveraging core competences across markets; DS: Competitive advantages are not sustainable. Firms create series of temporal advantages | How do firms sustain competitive advantages according to the I/0, RBV, and DS models? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | I/O: To identify profitable industry context, strategic positioning RBV: To identify strategic resources and design strategy based on those resources DS: Create flexible structure; entrepreneurial culture; strategy emerges from below; from middle managers and knowledgeable employees | What is the role of top managers according to the I/0, RBV, and DS models? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | - Firms that compete in “blue oceans” gain above average profits. -Technological innovation is not critical driver of discovery of “blue oceans” -Incumbents are not at a disadvantage -Strategic moves are basic unit of analysis | What are the main propositions of the Blue Oceans Strategy | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | -They proactively change the industry structure -They make competitors irrelevant -They create new market spaces (product categories) -They pursue cost leadership and differentiation strategy simultaneously (trade-offs become irrelevant) | How does “Blue Ocean” strategy lead to competitive advantages: | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Strategy- a unique position that evolves around exploiting core competences and creating a series of temporal advantages Competitors- | Within the "Action-Reaction" Framework, how is strategy defined, and how do you define competitors? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | An ethical gathering and interpretation of all information about the companies that a firm competes against Includes: Knowing a competitors direction (future objectives), capabilities and intentions (current strategy), beliefs about the industry (its assumptions) and their capabilities | What is competitor intelligence? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Success is based on a firms - ability to make new competitve actions - ability to anticipate and respond to a competitors competitive action - ability of rivals to react to your first move (max value when the likelihood and speed is low) | In the Strategy as Action model, how are firms successful? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1. Market Commonality (# of markets both compete in, and the degree of importance of those markets) 2. Resource Similarity: how comparable the tangible and in tangible resources are (if similar, strengths, weaknesses, and strategies) | Explain Competitive Analysis for the A-M-C Moel | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Awareness of rivals actions Motivation to attack or react/respond Capability to attack and respond | What are the drivers of competitive behavior in the A-M-C | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | When - Awareness (greater interdependence and attention) and Capability (ability to hurt and opportunity to attack) are HIGH, there is a decreased Motivation to attack | Explain the Model of Multi-Market Competition (part of AMC model/Market commonality) In other words, what is MUTUAL FORBEARANCE? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | A firm is less likely to attack a rival with whom it has high market commonality | Forbearance Hypothesis | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | When firms have equal resource potential to attack and respond (awareness and capability are HIGH) - they are less likely to attack, but retaliation is high - more likely to quickly respond Dissimilar resources: a rival with resource disadvantage has a longer response time and the rival with the advantage is more likel... | How does resource similarity impact Motivation? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Market Commonality because resources are both tangible and intangible, making awareness very challenging | Which has higher predictive power, market commonality or resource similarity (why?) | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1. Ignore the move: choose this when no significant impact on firms performance or when using a "wait and see" attitude 2. Accommodation: choose when entry can contribute to the market size, cooperation is less costly then destructive battle *this strategy can show signs of weakness which encourages attack on you 3. Re... | In the Action Response Frame Work, what are the three types of competitive stances? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1) Match the attackers move- signals that the incumbent is unwilling to cede/surrender market share 2) Out do the attacker- signals that the incumbent has the ability to prevent the attacker from building a strong position (new entrants usually compete on price) | In the Action-Response Frame Work, what are the different magnitudes for response? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1) Immediately: helps reduce the potential impact & prevents the attacker from building a unique position 2) Delayed reaction: helps to avoid over reaction and waste of resources 3) Preemptive strike: prevent the attacker from entering the market | In the Action-Response model, how fast should an incumbent react to an attack? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Respond in the market of attacker (use when you have competitive advantage and dont want to show weakness) Respond in the attackers market (create mutual forbearance) Respond in a neutral market/segment (creates new market space and potentially less powerful rivals) | What should be the domain of response? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1) Strategic -require substantial commitment of time and resources to develop - highly visible and complex - elicit fewer numbers of competitive responses (less motivation and capability) and create a longer delay for response 2) Tactical Actions- competitors will respond quickly to tactical actions | According to the Competitive Behavior model, what are the characteristics for competitive actions? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | PRICE- 75% chance of response, 98% matching move in Short period (5.8 days) NON PRICE; 17% chance of response, 90% matching move in longer time period (14.7) | According to the action types and response characteristics (competitive behavior models) how do competitors react to PRICE AND NON PRICE | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Likelihood of attack: Like more motivated to be fast to execute and compete with a wide range of action types (guerilla warfare) likelihood of response: lower capability to respond effectively and timely, less motivated to quickly respond | How does the organization size impact competitive activity? SMALL | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Likely to - initiate more competitive actions and strategic actions - quickly respond - have lots of resources to launch both tactical and strategic actions - rivals are more likely to respond to large firms because they are more visible | How does the organization size impact competitive activity? LARGE | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Future preformance- by looking at their market depedance (extent that revs are derived from one market) - high dependance means they will respond to protect their position, however response will be slow - looking a past performance, poor preforming rivals are likely to respond more quickly then better preforming | How can we predict a rivals performance? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | - reputation is a positive or negative attribute that one rival ascribes to another - based on previous responses when attacked innovative firms: Apple is closely monitored by competitors aggressive and unpredictable firms: delay in responses by rivals | Describe how REPUTATION impacts firms | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | A standard is a format, an interface or a system that allows interoperability - can be public or private - important because control over standards is the basis for competitive advantage | What is a standard and why is it important? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | NET WORK EFFECTS- winner takes all markets: value of a given product is contingent on the number of other consumers that have it (telephones, fax, electronic mil, video games) | Why do standards appear? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Network dep- direct value is from the # of users/installed base, indirect is derived from availability of complementary products that are critical to use the product Network independant- intrinsic features/aspects of the product | Explain the theory of network externalities | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1. path dependance: future performance is based on past events 2. positive feedback: leading firms become more successful and follow firms decline | Why do network effects lead to winner takes most markets? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | strategic actions - installed base development - managing complementary products - assessing network intensity | How is strategy defined in Network Industries? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Performance trajectories - those in sustaining technologies expect next generation items and upgrades but disruptive technologies produce low end products that appeal to new/different markets- start much lower in demand, but eventually meet and surpass | Why do market leaders fail to adequately respond to disruptive technologies? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1. Companies depend on customers and investors 2. Small markets do not solve the growth needs of large companies 3. Markets that do not exist cannot be analyzed 4. An organization capabilities define its disabilities 5. Technology supply may not equal market demand (preformance over shoot) | What are the main principles of Disruptive Innovation theory? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1. determine whether the technology is disruptive 2. define the strategic significance of the disruptive technology 3. locate the initial market for it 4. set up a separate organization (small enough to get excited by small gains) - leaders should be able to respond if they recognize the technology in a timely manner a... | How can Managers embrace disruptive technologies? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1. skill related constraints 2. wealth-related constraints- draw a consumption pyramid 3. Access-related constraints- occasions where you cant get it, 4. time-related- takes too long to consume EXAMPLES | What are the FOUR CONSTRAINTS against non consumers? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Idea Discovery (stimulate): Innovation training units Innovation Discovery Boards Idea Evaluation (shepherd): growth council or intrepreneur funds Opportunity Assessment (Spearhead): incubator group or autonomous growth groups Opportunity Commercialization (strengthen): Corporate venture investment unit or business dev... | How do organize an internal structure to innovate? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | Discovery Stage (34-30 weeks prior), Idea Evaluation Stage (30-27 weeks prior), Opportunity Assessment Stage (26-14 weeks prior), Concept Development Stage (14-0 weeks prior) | Product Innovation and the Missile Approach | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | 1) higher development costs because aceleated learning leads to costly mistakes, higher testing costs, takes more people to complete quickly 2) Lower learning potential because learning is a cumulative process and it takes time to make sense of complex issues | Why does time depression dis economies occur? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
ec0855ec_401_Flashcards___Cram_com___five_definitions_of_strategy_ | - doesnt tell us how to develop core competences, only how to evaluate them -doesnt suggest how firms should adapt to changes in the environment - begs the question can a firm develop socially complex resources - suggests that a company cant explain how their cc's were developed because of casual ambiguity | What are the limitations of the VRIN Model? | [] | 401 Flashcards - Cram.com | what are the five definitions of strategy? | http://www.cram.com/flashcards/401-2041208 | 42/1438042988310.3_20150728002308-00047-ip-10-236-191-2_382713906_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Assets-liabilities=networth [1] | Net worth | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Over-The-Counter, made up of computer terminals around the US allowing trades to be made. [1] | OTC Market | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] usually acquired by buying a company's bonds. [1] | Debt Security | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] a loan to a company in exchange for interest income and the promise to repay the loan at a future maturity date. It does not confer ownership [1] | Debt investment | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] primary means of raising capital. A company issues stock, each represents an owners right to a share of the company. [1] | stock | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Authorized issued outstanding treasury [1] | Common Stock | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] the amount of stock authorized to issue or sell. [1] | Authorized stock | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] the amount of shares a company has issued but has not repurchased. That is investor owned. [1] | outstanding stock | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] stock that has been repurchased from the public. Corporation can hold stock indefinitely or can reissue or retire it. [1] | Treasury Stock | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] the amount a stockholder would expect to receive if the company was liquidated. [1] | book value | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] the price someone would have to pay to purchase stock from a company. [1] | market price | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] common stockholders may vote on certain matters related to the corporation in which he holds stock. The amount of stock held determines how much voting power he has. [1] | voting rights | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Allows a stockholder to cast one vote per share owned for each item on a ballot, such as candidates for the BOD. A board candidate needs simple majority to be elected. [1] | Statutory Voting | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Allows stockholders to allocate their total votes in any manner they choose. [1] | Cumulative Voting | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] a form of absentee ballot. Allows stockholders to vote even if they can't attend a board meeting. [1] | proxy | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] When a company sends proxies to shareholders, usually for a specific meeting. [1] | Proxy Solicitation | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Securities and Exchange Commission. [1] | SEC | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] The right to maintain the same percentage of stock owned in a corporation if they decide to issue more stock. [1] | Preemptive rights | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] When a corporation wants to raise or lower the stock price per share and adjust the price so that stockholders ownership percentage stays the same. [1] | Stock splits | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] increases the number of shares and and reduce the price. [1] | Forward splits | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] decreases number of shares and increases price per share. [1] | Reverse split | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Selling shares before owning them with the intent of buying them back at a lower price in the future. [1] | short sale | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] an invrease in the market price of shares [1] | capital appreciation | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] a corporation may pay regular dividends to stockholders. Depending on whether the company is profitable the dividends may increase or may stop being paid. [1] | cash dividends | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Issuers may also pay stock dividends instead of cash. [1] | Stock Dividends | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] has features of equity and debt securities. Preferred stock is an equity security because it represents ownershipo in the corporation. Like a bond it also offers a fixed-income with a fixed-dividend. Receives dividends before common stockholders, also if company goes bankrupt they have priority over common stock. [... | prefered stock | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] A key attraction for income-oriented investors. [1] | Fixed Dividend | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] dividends that are missed cumulate until the company may resume dividend payments plus the ones that were missed to cumulative preferred. [1] | Cumulative preferred | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] in addition to fixed dividends, participating preferred stock offers its owners a share of corporate profits that remain after all dividends and interest due other securities are paid. [1] | participating preferred | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] allows the corporation to buy back from investors at a stated price after a specified date. This allows company's to replace higher fixed dividends with a lower one. [1] | callable preferred | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] If shares are held in street name this means that the shares are held in the brokerage account in the firms name to facilitate payments and delivery. [1] | Street Name | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Current Yield or dividend yield is the annual dividend(normally four times a year) divided by the current market value of the stock. [1] | Current Yield | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] indicates the shares of a corporation a person owns. The amount of shares listed on the certificate are most likely divisable by 100. [1] | stock certificate | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] A Committee on Uniform Securities Identification Procedures- A universal security identification number. each issue of stock has one. [1] | CUSIP numbers | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Responsible for 1. Ensuring that its securities are issued in the correct owner's name. 2. canceling old and issuing new certificates 3. maintaining records of ownership. 4. handling problems relating to lost, stolen, or destroyed certificates. [1] | Transfer Agent | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Ensures that a corporation does not have more shares outstanding than have been authorized. Also responsible for certifying that a bond represents a legal debt of the issuer. Must be independent of the issuing corporation and is usually a bank or a trust company. [1] | Registrar | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] two days before the record date. The ex date is the cut off for someone to qualify someone to receive the dividend. [1] | Ex Date | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] 10 days before the record date, when a corporation declares a divident payment. [1] | Declaration Date | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] On the record date all stockholders on record receive a dividend. [1] | Record date | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] 3-4 weeks after the record date a disbursing agent sends dividends via check. [1] | Payable date | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] a certificate that represents a short-term privilage to buy additional shares of a corporation. [1] | subscription rights | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] certificate granting its owner the right to purchase securities from the issuer at a specific price. Usually a long term instrument, giving the investor the choice of buying at a later date. [1] | warrant | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] American Depositary Receipts facilite the trading of foreign stocks in US markets. ADR's have currency risk [1] | ADR's | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
a0347f2c_curities_Flashcards___Cram_com__1 | [2] Real Estate Investment Trusts are company's that manage a portfolio of real estate investments in order to earn profits for shareholders. Traded publicly and serve as a source of long-term financing for real estate projects. [1] | REIT | [] | Ch. 1 Series 7 Equity Securities Flashcards - Cram.com | 1 | http://www.cram.com/flashcards/ch-1-series-7-equity-securities-534883 | 42/1438042989018.40_20150728002309-00138-ip-10-236-191-2_379803255_0.json |
69048726_ashcards_Flashcards___Cram_com__ermal_imaging_entail_a_search_ | [Yes] Areas outside the "curtilage" are subject to police entry and search b/c those areas are public, and therefore not subject to the 4th amendment | What is the "open fields" doctrine? | [] | BarBri Simulated MBE Flashcards Flashcards - Cram.com | Does use of night-vision / thermal imaging entail a search? | http://www.cram.com/flashcards/barbri-simulated-mbe-flashcards-363632 | 42/1438042989018.40_20150728002309-00146-ip-10-236-191-2_383852442_0.json |
69048726_ashcards_Flashcards___Cram_com__ermal_imaging_entail_a_search_ | [Yes] Yes, may include a search of the person and areas which he might reach to obtain weapons or destroy evidence (eg glove compartment) | May police conduct a warrantless search incident to a lawful arrest? | [] | BarBri Simulated MBE Flashcards Flashcards - Cram.com | Does use of night-vision / thermal imaging entail a search? | http://www.cram.com/flashcards/barbri-simulated-mbe-flashcards-363632 | 42/1438042989018.40_20150728002309-00146-ip-10-236-191-2_383852442_0.json |
69048726_ashcards_Flashcards___Cram_com__ermal_imaging_entail_a_search_ | [Yes] Yes. It does NOT violate the 10th amendment. | Can Congress indirectly "regulate" activities that it could not regulate directly by imposing conditions on the grant of money to states? | [] | BarBri Simulated MBE Flashcards Flashcards - Cram.com | Does use of night-vision / thermal imaging entail a search? | http://www.cram.com/flashcards/barbri-simulated-mbe-flashcards-363632 | 42/1438042989018.40_20150728002309-00146-ip-10-236-191-2_383852442_0.json |
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