Garantie de satisfaction à 100% Disponible immédiatement après paiement En ligne et en PDF Tu n'es attaché à rien
logo-home
Recherché précédemment par vous
Recherché précédemment par vous
logo
WPC 480 MIDTERM ACTUAL 2024 EXAM WITH 100% CORRECT VERIFIED ANSWERS (ALREADY GRADED A+) 19,22 €   Ajouter au panier
Accédez rapidement à
Aperçu
  2.  
  3. WPC 480
  4.  
  5. WPC 480

Examen

WPC 480 MIDTERM ACTUAL 2024 EXAM WITH 100% CORRECT VERIFIED ANSWERS (ALREADY GRADED A+)

1 vérifier
 12 vues  0 fois vendu
  • Cours
  • WPC 480
  • Établissement
  • WPC 480

WPC 480 MIDTERM ACTUAL 2024 EXAM WITH 100% CORRECT VERIFIED ANSWERS (ALREADY GRADED A+)

Aperçu 3 sur 20  pages

Infos sur le Document

  • 25 mai 2024
  • 20
  • 2023/2024
  • Examen
  • Questions et réponses

Sujets

  • wpc 480
  • wpc 480 midterm actual 2024 exam
  • wpc 480 midterm actual 2024 exam graded a
  • wpc 480 midterm 2024 exam with verified answers

École, étude et sujet

  • WPC 480
  • WPC 480

1  vérifier

review-writer-avatar

Par: BestAcademic • 5 mois de cela

Vendeur

avatar-seller
BESTSTUVIA

Avis reçus

Aperçu du contenu

WPC 480 MIDTERM ACTUAL 2024 EXAM WITH 100% CORRECT VERIFIED ANSWERS (ALREADY GRADED A+ ) Resources - ANSWER -inputs into a firm's production process, such as capital equipment, the skills of individual employees, patents, finances, and talented managers. Capability - ANSWER -capacity for a set of resources to perform a task or an activity in an integrative manner Core competencies - ANSWER -capabilities that serve as a source of competitive advantage for a firm over its rivals Porters five forces model - ANSWER -Industry Rivalry is in the middle surrounded by: buyers, suppliers, substitutes, p otential entrants -Industry profitability is a function of interactions among the five forces. -Industry attractiveness is potential for earning above -average returns by --Producing standardized goods or services at costs below competitor costs (cost leadership). --Producing differentiated goods or services for which customers are willing to pay a price premium (differentiation). • You can fight the forces but only with cost leadership and differentiation • Industry Rivalry through substitutes (few), su ppliers (many), potential entrants (few), and buyers (many) Resource -Based Model - ANSWER -Model on pg. 18 1. Firms acquire different resources. 2. Firms develop unique capabilities based on how they combine and use resources. 3. Resources and certain cap abilities are not highly mobile across firms. 4. Differences in resources and capabilities (core competencies) are the bases of competitive advantage --Resources drive firm performance, not industry Resources as core competencies - ANSWER -How resources B ECOME core competencies: Costly to imitate, rare, valuable, nonsubstituable Firm driving performance: resource -based model - ANSWER -resources --> capability --
> competitive advantage --> attractive industry --> strategy formulation and implementation --> superior returns Why do we have firms? - ANSWER -o Lower transaction costs o Buy/Make argument o Because we can organize people so it is more efficient Who do (should) firms benefit? - ANSWER -o Stakeholders (everyone dealing with the company) (employees , suppliers, customers, investors, lenders, government) o Shareholders, most important because they have the highest stake in the company (some think this) vison - ANSWER -picture of what the firm wants to be and in broad terms, what it wants to ultimately achieve mission - ANSWER -specifies the businesses in which the firm intends to compete and the customers it intends to serve Stakeholders: - ANSWER --Primary Stakeholders: (individuals, groups, and organizations) -Can affect development of the firm's vi sion and mission -Are affected by the strategic outcomes achieved by the firm -Can have enforceable claims on the firm's performance -Are influential when in control of critical or valued resources Capital Market stakeholders - ANSWER --Shareholders -major suppliers of capital (bank) Conflicting expectations of shareholders and lenders through: -influence -risk/return -enhanced wealth -preservation of investment Product Market Shareholders - ANSWER --primary customers -suppliers -host communities -unions Organizational Stakeholders - ANSWER --employees -managers -nonmanagers Responsibilities of strategic leaders for development and effective use of the firm's human capital -education and skills of employees -organizational cultures and ethical work envi ronment -strategic goals and global standards -international assignments strategic leaders - ANSWER -people located in different areas and levels of the firm using the strategic management process to select strategic actions that help the firm achieve its vision and fulfill its mission Profit Pool - ANSWER -entails the total profits earned in an industry at all points along the value chain Strategic Leadership: Decision Making - ANSWER -I/O Model + Resource -Based Model = Competitive Strategy Decision (For a ll stakeholders) External Environment Analysis - ANSWER -Industry environment: -Economic -Demographic -Physical -Sociocultural Competitor Environment -Political/Legal -Technological -Global This also includes - ANSWER -Scanning: Identifying early signals of environmental changes and trends Monitoring: Detecting meaning through ongoing observations of environmental changes and trends Forecasting: Developing projections of anticipated outcomes based on monitored changes and trends Assessing: Determining the timing and importance of environmental changes and trends for firms' strategies and their management Industry Environment - ANSWER -A set of factors that directly influences a firm and its competitive actions and responses. -factors and conditions infl uencing industry profitability --at industry level --by extension

Les avantages d'acheter des résumés chez Stuvia:

Qualité garantie par les avis des clients

Qualité garantie par les avis des clients

Les clients de Stuvia ont évalués plus de 700 000 résumés. C'est comme ça que vous savez que vous achetez les meilleurs documents.

L’achat facile et rapide

L’achat facile et rapide

Vous pouvez payer rapidement avec iDeal, carte de crédit ou Stuvia-crédit pour les résumés. Il n'y a pas d'adhésion nécessaire.

Focus sur l’essentiel

Focus sur l’essentiel

Vos camarades écrivent eux-mêmes les notes d’étude, c’est pourquoi les documents sont toujours fiables et à jour. Cela garantit que vous arrivez rapidement au coeur du matériel.

Foire aux questions

Qu'est-ce que j'obtiens en achetant ce document ?

Vous obtenez un PDF, disponible immédiatement après votre achat. Le document acheté est accessible à tout moment, n'importe où et indéfiniment via votre profil.

Garantie de remboursement : comment ça marche ?

Notre garantie de satisfaction garantit que vous trouverez toujours un document d'étude qui vous convient. Vous remplissez un formulaire et notre équipe du service client s'occupe du reste.

Auprès de qui est-ce que j'achète ce résumé ?

Stuvia est une place de marché. Alors, vous n'achetez donc pas ce document chez nous, mais auprès du vendeur BESTSTUVIA. Stuvia facilite les paiements au vendeur.

Est-ce que j'aurai un abonnement?

Non, vous n'achetez ce résumé que pour 19,22 €. Vous n'êtes lié à rien après votre achat.

Peut-on faire confiance à Stuvia ?

4.6 étoiles sur Google & Trustpilot (+1000 avis)

67096 résumés ont été vendus ces 30 derniers jours

Fondée en 2010, la référence pour acheter des résumés depuis déjà 14 ans

Commencez à vendre!
19,22 €
  • (1)
  Ajouter