Quản trị kinh doanh - Chapter 4: Materials managementDesign is setting the specifications for a material or product. A product designer’s job is to capture, in the product’s design, the expectations of the customer. A Materials manager’s job is to ensure that products are made in the least costly way so that the item qualifies as a best buy.
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Quản trị kinh doanh - Chapter 3: The legal aspects of purchasingDefined as the standards of right conduct The law can only codify and enforce the most egregious violations. E.g., fraud and exploitation Thus, Ethics play a large role regarding fairness in negotiations. Purchasing agents are governed by: Company’s ethical policies Uniform ommercial Code Securities and Exchange Commission Many state and l...
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Quản trị kinh doanh - Chapter 2: Purchasing decisions and business strategyReasons for the emergence of supplier partnerships as a competitive weapon: Increased competition Deregulation Relaxed antitrust requirements Increased use of electronic data interchange (EDI) Increased just-in-time (JIT) manufacturing
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Quản trị kinh doanh - Current trends in strategic managementInfluential Strategy Concepts: Modern financial analysis —shareholder value, economic profit, option theory Core competences and intangible assets Dynamically competitive markets —“hypercompetition” Competitive advantage through alliances, networks, and standards
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Quản trị kinh doanh - Managing the multibusiness corporationAllocating resources-- the analysis indicates both the investment requirements of different businesses and their likely returns Formulating business-unit strategy-- the analysis yields simple strategy recommendations (e.g.: “build”, “hold”, or “harvest”) Setting performance targets-- the analysis indicates likely performance outcomes in terms of ...
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Quản trị kinh doanh - Diversification strategyIf diversification is to create shareholder value, it must meet three tests: 1. The Attractiveness Test: diversification must be directed towards attractive industries (or have the potential to become attractive). 2. The Cost of Entry Test : the cost of entry must not capitalize all future profits. 3. The Better-Off Test: either the new unit mus...
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Quản trị kinh doanh - Global strategies and the multinational corporationExtends and adapts traditional theory of comparative advantage to take account of three factors: International competitive advantage is about companies not countries—the role of the national environment is providing a home base for the company. Sustained competitive advantage depends upon dynamic factors-- innovation and the upgrading of resource...
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Quản trị kinh doanh - Vertical integration and the scope of the firmTechnical economies from integrating processes e.g. iron and steel production —but doesn’t necessarily require common ownership Superior coordination Avoids transactions costs of market contracts in situations where there are: -- small numbers of firms -- transaction-specific investments -- opportunism and strategic misrepresentation -...
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Quản trị kinh doanh - Competitive advantage in mature industriesWho are the strategic innovators? New entrants - CNN in news broadcasting - Nucor in the U.S. steel industry Existing firms on the periphery -Sun Records in rock ‘n roll music Firms from adjacent industries - Prudential Insurance in banking (Egg) Why not leading incumbents? They are constrained by “industry recipes,” relationships with ...
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Quản trị kinh doanh - Technology - Based industries & the management of innovationPatents —exclusive rights to a new product, process, substance or design. Copyrights —exclusive rights to artistic, dramatic, and musical works. Trademarks — exclusive rights to words, symbols or other marks to distinguish goods and services; trademarks are registered with the Patent Office. Trade Secrets — protection of chemical formulae, r...
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