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Bài giảng Lập kế hoạch kinh doanh: Chương 2 - ThS. Huỳnh Hạnh Phúc

Chương 2: Mô tả sản phẩm – dịch vụ. Nội dung trình bày trong chương này gồm: Phân tích mô tả về sản phẩm – dịch vụ, ứng dụng sản phẩm – dịch vụ, lợi ích của sản phẩm – dịch vụ, kế hoạch phát triển sản phẩm – dịch vụ. Mời các bạn tham khảo.


Bài giảng Lập kế hoạch kinh doanh: Chương 5 - ThS. Huỳnh Hạnh Phúc

Chương 5: Kế hoạch vận hành. Sau khi học xong chương này người học có thể: Đề xuất được các nguồn lực cần thiết, thiết lập được mục tiêu sản xuất, lập kế hoạch sản xuất, ra quyết định về nguồn lực cần có.


Bài giảng Lập kế hoạch kinh doanh: Chương 4 - ThS. Huỳnh Hạnh Phúc

Chương 4: Chiến lược và kế hoạch marketing. Chương này trình bày những nội dung sau: Các thành phần trong kế hoạch marketing, qui trình lập kế hoạch marketing, thành phần marketing tích hợp. Mời các bạn cùng tham khảo.


Bài giảng Lập kế hoạch kinh doanh: Chương 6 - ThS. Huỳnh Hạnh Phúc

Chương 6: Kế hoạch nhân sự. Sau khi học xong chương này người học có thể: Trình bày được nội dung kế hoạch nhân sự, liệt kê được quá trình lập kế hoạch nhân sự, hiểu được vai trò kế hoạch nhân sự trong tổ chức. Mời các bạn tham khảo.


Bài giảng Lập kế hoạch kinh doanh: Chương 7 - ThS. Huỳnh Hạnh Phúc

Chương 7 cung cấp kiến thức về kế hoạch tài chính. Sau khi học xong chương này người học có thể: phân tích được các tỷ số tài chính cơ bản, trình bày được nội dung kế hoạch tài chính, liệt kê được các bước lập kế hoạch tài chính.


Ebook Business plan for a fashion brand

The book "Business plan for a fashion brand" presents the following contents: Business idea and business planning, finland and china as business partners, finland and entrepreneurship, case- MV oy business plan, findings and conclusion.


Bài tập môn Quản trị kinh doanh: Phân tích 3 cấp độ marketing

Mời các bạn cùng tham khảo "Bài tập môn Quản trị kinh doanh" để cùng tìm hiểu rõ hơn về 3 cấp độ marketing thông qua 2 bài tập: Chọn sản phẩm phân tích 3 cấp độ marketing, chọn 1 sản phẩm trong giai đoạn chín muồi, trình bày chiến lược marketing của doanh nghiệp dành cho sản phẩm đó hiện tại. Mời các bạn tham khảo.


Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 3

Chapter 3 - Evaluating a company’s external environment. After studying this chapter you will be able to: To gain command of the basic concepts and analytical tools widely used to diagnose a company’s industry and competitive conditions; To become adept in recognizing the factors that cause competition in an industry to be fierce, more or less normal, or relatively weak; To learn how to determine whether an industry’s outlook presents a company with sufficiently attractive opportunities for growth and profitability.


Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 5

Chapter 5 - The five generic competitive strategies: Which one to employ? This chapter includes contents: The five competitive strategies, low-cost provider strategies, broad differentiation strategies, best-cost provider strategies, focused (or market niche) strategies, the contrasting features of the five generic competitive strategies: a summary.


Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 9

Chapter 9 - Ethics, corporate social responsibility, environmental sustainability, and strategy. After studying this chapter, you should be able to: Understand how the standards of ethical behavior in business relate to the ethical standards and norms of the larger society and culture in which a company operates, recognize conditions that can give rise to unethical business strategies and behavior, gain an understanding of the costs of business ethics failures.


Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 10

Chapter 10 - Building an organization capable of good strategy execution. After studying this chapter you will be able to: Gain command of what managers must do to promote successful strategy execution, understand why good strategy execution requires astute managerial actions to build core competencies and competitive capabilities, learn what issues to consider in organizing the work effort and why strategy-critical activities should be the main building blocks of the organizational structure,...


Lecture Crafting and executing strategy (19/e): Chapter 8 - Thompson, Peteraf, Gamble, Strickland

Chapter 8 - Corporate strategy: Diversification and the multibusiness company. Learning objectives of this chapter: Understand when and how business diversification can enhance shareholder value, gain an understanding of how related diversification strategies can produce cross-business strategic fit capable of delivering competitive advantage, become aware of the merits and risks of corporate strategies keyed to unrelated diversification,...


Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 1

In this chapter students will be able to: Understand the role of business strategies in moving a company in the intended direction, growing its business, and improving its financial and market performance; develop an awareness of the four most reliablestrategic approaches for setting a company apart from rivals and winning a sustainable competitive advantage; learn that business strategies evolve over time because of changing circumstances and ongoing management efforts to improve the company’s strategy.


Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 2

After studying this chapter, you should be able to: Grasp why it is critical for company managers to have a clear strategic vision of where a company needs to head and why, understand the importance of setting both strategic and financial objectives, understand why the strategic initiatives taken at various organizational levels must be tightly coordinated to achieve companywide performance targets,...


Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 6

Chapter 6 - Strengthening a company’s competitive position: Strategic moves, timing, and scope of operations. After studying this chapter, you should be able to: Learn whether and when to pursue offensive or defensive strategic moves to improve a company's market position, recognize when being a first mover or a fast follower or a late mover is most advantageous, become aware of the strategic benefits and risks of expanding a company's horizontal scope through mergers and acquisitions,...


Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 11

After studying this chapter you will be able to: Learn why resource allocation should always be based on strategic priorities; understand why policies and procedures should be designed to facilitate good strategy execution; understand why and how benchmarking, best-practices adoption, and tools for continuously improving the performance of value chain activities help an organization achieve operating excellence and superior strategy execution.


Lecture Crafting and executing strategy (19/e): Chapter 3 - Thompson, Peteraf, Gamble, Strickland

Chapter 3 - Evaluating a company’s external environment. The goals of this chapter are: Become aware of factors in a company’s broad macro-environment that may have strategic significance, gain command of the basic concepts and analytical tools widely used to diagnose the competitive conditions in a company’s industry, become adept at mapping the market positions of key groups of industry rivals.


Lecture Crafting and executing strategy (19/e): Chapter 7 - Thompson, Peteraf, Gamble, Strickland

Chapter 7 - Strategies for competing in international markets. In this chapter you will learn: Develop an understanding of the primary reasons companies choose to compete in international markets, learn how and why differing market conditions across countries influence a company's strategy choices in international markets, learn about the five major strategic options for entering foreign markets,...


Lecture Crafting and executing strategy (19/e): Chapter 4 - Thompson, Peteraf, Gamble, Strickland

Chapter 4 - Evaluating a company’s resources, capabilities, and competitiveness. The objectives of this chapter are to: Learn how to assess how well a company’s strategy is working, understand why a company’s resources and capabilities are central to its strategic approach and how to evaluate their potential for giving the company a competitive edge over rivals, discover how to assess the company’s strengths and weaknesses in light of market opportunities and external threats.


Lecture Crafting and executing strategy (19/e): Chapter 9 - Thompson, Peteraf, Gamble, Strickland

Chapter 9 - Ethics, corporate social responsibility, environmental sustainability, and strategy. After studying this chapter you will be able to: understand how the standards of ethical behavior in business are no different from the ethical standards and norms of the larger society and culture in which a company operates, recognize conditions that can give rise to unethical business strategies and behavior, gain an understanding of the costs of business ethics failures.


Lecture Crafting and executing strategy (19/e): Chapter 10 - Thompson, Peteraf, Gamble, Strickland

Chapter 10 - Building an organization capable of good strategy execution: People, capabilities, and structure. In this chapter students will be able to: Gain command of what managers must do to execute strategy successfully; learn why hiring, training, and retaining the right people constitute a key component of the strategy execution process; understand that good strategy execution requires continuously building and upgrading the organization's resources and capabilities;...


Lecture Crafting and executing strategy (19/e): Chapter 11 - Thompson, Peteraf, Gamble, Strickland

Chapter 11 - Managing internal operations: Actions that promote good strategy execution. The objectives of this chapter are: Learn why resource allocation should always be based on strategic priorities, understand how well-designed policies and procedures can facilitate good strategy execution, learn how best practices and process management tools drive continuous improvement in the performance of value chain activities and promote superior strategy execution,...


Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 4

Chapter 4 - Evaluating a company’s resources, capabilities, and competitiveness. In this chapter, we will address the following questions: How well is the company’s present strategy working? What are the company’s resource strengths and weaknesses and its external opportunities and threats? Are the company’s prices and costs competitive? Is the company competitively stronger or weaker than key rivals? What strategic issues and problems merit front-burner managerial attention?


Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 12

In this chapter students will be able to: Be able to identify the key features of a company’s corporate culture, understand how and why a company’s culture can aid the drive for proficient strategy execution and operating excellence, learn the kinds of actions management can take to change a problem corporate culture.


Lecture Crafting and executing strategy (19/e): Chapter 1 - Thompson, Peteraf, Gamble, Strickland

Chapter 1 - What is strategy and why is it important? When you finish this chapter, you should: Learn what we mean by a company’s strategy, grasp the concept of a sustainable competitive advantage, develop an awareness of the five most basic strategic approaches for winning a sustainable competitive advantage,...


Lecture Crafting and executing strategy (19/e): Chapter 12 - Thompson, Peteraf, Gamble, Strickland

Chapter 12 - Corporate culture and leadership: Keys to good strategy execution. This chapter include objectives: Be able to identify the key features of a company's corporate culture and appreciate the role of a company's core values and ethical standards in building corporate culture, gain an understanding of how and why a company's culture can aid the drive for proficient strategy execution, learn the kinds of actions management can take to change a problem corporate culture.


Lecture Crafting and executing strategy (19/e): Chapter 2 - Thompson, Peteraf, Gamble, Strickland

Chapter 2 - Charting a company’s direction: Its vision, mission, objectives, and strategy. The objectives of this chapter are to: Grasp why it is critical for company managers to have a clear strategic vision of where a company needs to head and why, understand the importance of setting both strategic and financial objectives, understand why the strategic initiatives taken at various organizational levels must be tightly coordinated to achieve companywide performance targets,...


Lecture Crafting and executing strategy (19/e): Chapter 5 - Thompson, Peteraf, Gamble, Strickland

Chapter 5 - The five generic competitive strategies: Which one to employ? In this chapter you will learn: Understand what distinguishes each of the five generic strategies and why some of these strategies work better in certain kinds of industry and competitive conditions than in others, gain command of the major avenues for achieving a competitive advantage based on lower costs, learn the major avenues to a competitive advantage based on differentiating a company's product or service offering from the offerings of rivals.


Lecture Crafting and executing strategy (19/e): Chapter 6 - Thompson, Peteraf, Gamble, Strickland

Chapter 6 - Strengthening a company’s competitive position: Strategic moves, timing, and scope of operations. The objectives of this chapter are: Learn whether and when to pursue offensive or defensive strategic moves to improve a company's market position, recognize when being a first mover or a fast follower or a late mover is most advantageous, become aware of the strategic benefits and risks of expanding a company's horizontal scope through mergers and acquisitions,...


Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 7

Chapter 7 - Strategies for competing in international markets. In this chapter, the following content will be discussed: Why companies expand into foreign markets, factors that shape strategy choices in foreign markets, the concepts of multicountry competition and global competition, strategy options for entering and competing in foreign markets, the quest for competitive advantage in foreign markets, strategies to compete in the markets of emerging countries.


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