Kinh doanh - Marketing
Kinh tế quản lý
Biểu mẫu - Văn bản
Tài chính - Ngân hàng
Công nghệ thông tin
Tiếng anh ngoại ngữ
Kĩ thuật công nghệ
Khoa học tự nhiên
Khoa học xã hội
Văn hóa nghệ thuật
Sức khỏe - Y tế
Văn bản luật
Nông Lâm Ngư
Kỹ năng mềm
Luận văn - Báo cáo
Giải trí - Thư giãn
Tài liệu phổ thông
Văn mẫu
Giới thiệu
Đăng ký
Đăng nhập
Tìm
Danh mục
Kinh doanh - Marketing
Kinh tế quản lý
Biểu mẫu - Văn bản
Tài chính - Ngân hàng
Công nghệ thông tin
Tiếng anh ngoại ngữ
Kĩ thuật công nghệ
Khoa học tự nhiên
Khoa học xã hội
Văn hóa nghệ thuật
Y tế sức khỏe
Văn bản luật
Nông lâm ngư
Kĩ năng mềm
Luận văn - Báo cáo
Giải trí - Thư giãn
Tài liệu phổ thông
Văn mẫu
Thông tin
Điều khoản sử dụng
Quy định bảo mật
Quy chế hoạt động
Chính sách bản quyền
Giới thiệu
Đăng ký
Đăng nhập
0
Trang chủ
Kinh Doanh Marketing
Quản trị kinh doanh
Lecture Strategic management (7/e): Chapter 3 - Dess, Lumpkin, Eisner, McNamara
Đang chuẩn bị liên kết để tải về tài liệu:
Lecture Strategic management (7/e): Chapter 3 - Dess, Lumpkin, Eisner, McNamara
Khánh My
107
14
ppt
Đang chuẩn bị nút TẢI XUỐNG, xin hãy chờ
Tải xuống
Chapter 3: Assessing the internal environment of the firm. After reading this chapter, you should have a good understanding of the following learning objectives: The benefits and limitations of SWOT analysis in conducting an internal analysis of the firm, the primary and support activities of a firm's value chain, how value-chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers,. | Assessing the Internal Environment of the Firm chapter 3 Value-Chain Analysis Value-chain analysis looks at the sequential process of value-creating activities Value is the amount buyers are willing to pay for what a firm provides How is value created within the organization? How is value created for other organizations in the overall supply chain or distribution channel? The value received must exceed the costs of production 3- Value-chain analysis = a strategic analysis of an organization that uses value-creating activities. Value is the amount that buyers are willing to pay for what a firm provides them and is measured by total revenue, a reflection of the price a firm’s product commands, and the quantity it can sell. A firm is profitable when the value it receives exceeds the total costs involved in creating its product or service. Creating value for buyers that exceeds the costs of production (i.e. margin) is a key concept used in analyzing a firm’s competitive position. | Assessing the Internal Environment of the Firm chapter 3 Value-Chain Analysis Value-chain analysis looks at the sequential process of value-creating activities Value is the amount buyers are willing to pay for what a firm provides How is value created within the organization? How is value created for other organizations in the overall supply chain or distribution channel? The value received must exceed the costs of production 3- Value-chain analysis = a strategic analysis of an organization that uses value-creating activities. Value is the amount that buyers are willing to pay for what a firm provides them and is measured by total revenue, a reflection of the price a firm’s product commands, and the quantity it can sell. A firm is profitable when the value it receives exceeds the total costs involved in creating its product or service. Creating value for buyers that exceeds the costs of production (i.e. margin) is a key concept used in analyzing a firm’s competitive position. Value-Chain Analysis Primary activities contribute to the physical creation of the product or service; the sale & transfer to the buyer; and service after the sale: Inbound logistics Operations Outbound logistics Marketing & sales Service 3- Primary activities = sequential activities of the value chain that refer to the physical creation of the product or service, its sale and transfer to the buyer, and its service after sale, including inbound logistics, operations, outbound logistics, marketing and sales, and service. Value-Chain Analysis Support activities either add value by themselves or add value through important relationships with both primary activities & other support activities: Procurement Technology development Human resource management General administration 3- Support activities = activities of the value chain that either add value by themselves or add value through important relationships with both primary activities and other support activities; including .
TÀI LIỆU LIÊN QUAN
Lecture Strategic management - Chapter 13: Analyzing strategic management cases
Lecture Strategic management - Chapter 1: Strategic anagement: Creating competitive advantages
Lecture Strategic management - Chapter 1: Strategic management overview
Lecture Strategic management: Competitiveness and globalization, concepts and cases (4/e): Chapter 1 - Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson
Lecture Strategic management: Competitiveness and globalization, concepts and cases (4/e): Chapter 3 - Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson
Lecture Management the new competitive landscape (6e) - Chapter 5: Strategic management
Lecture Strategic management: Competitiveness and globalization, concepts and cases (4/e): Chapter 9 - Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson
Lecture Strategic management: Competitiveness and globalization, concepts and cases (4/e): Chapter 12 - Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson
Lecture Strategic management - Chapter 9: Implementing strategy: Achieving effective strategic control
Lecture Strategic management - Chapter 11: Effective strategic leadership: Creating a learning organization and an ethical culture
crossorigin="anonymous">
Đã phát hiện trình chặn quảng cáo AdBlock
Trang web này phụ thuộc vào doanh thu từ số lần hiển thị quảng cáo để tồn tại. Vui lòng tắt trình chặn quảng cáo của bạn hoặc tạm dừng tính năng chặn quảng cáo cho trang web này.