TAILIEUCHUNG - Lecture Cost management: A strategic emphasis (6/e) - Chapter 2: Implementing strategy

Chapter 2 - Implementing strategy: The value chain, the balanced scorecard, and the strategy map. After studying this chapter, you will know: Explain how to implement a competitive strategy by using Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis, explain how to implement a competitive strategy by focusing on the execution of goals, explain how to implement a competitive strategy using value-chain analysis. | Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map Chapter Two 2-2 Explain how to implement a competitive strategy by using Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis Explain how to implement a competitive strategy by focusing on the execution of goals Explain how to implement a competitive strategy using value-chain analysis Learning Objectives 2-3 Learning Objectives (continued) Explain how to implement a competitive strategy using the Balanced Scorecard (BSC) and strategy map Explain how to expand a conventional Balanced Scorecard (BSC) by integrating sustainability 2-4 There are two main competitive strategies: cost leadership differentiation Once a firm chooses which strategy to follow, there are various means of implementation: SWOT Analysis Focus on execution Value-chain analysis Balanced scorecard (BSC) Implementing a Strategy 2-5 SWOT Analysis Identification of critical success factors (CSFs) tied to strategy—for example: Product innovation Quality Skill development Identification of quantitative measures for the specified CSFs—for example: Number of design changes or new patents Number of defects or number of returns Number of training hours or amount of skill performance improvement 2-6 SWOT Analysis (continued) The SWOT analysis has four areas: S – strengths/internal W – weaknesses/internal O – opportunities/external T – threats/external Look at product lines, management, R&D, manufacturing, marketing, and strategy Look at barriers to entry, intensity of rivalry among competitors, substitute goods, and customer/supplier bargaining power 2-7 The CSFs a manager executes depend on the chosen strategy Cost leadership: operational performance and quality Differentiation: customer satisfaction and innovation Differentiated firms must pay close attention to marketing and product development Management accountants assist by gathering, analyzing, and reporting on relevant information Can be improved through .

• Quản trị kinh doanh
• Implementing strategy
• Cost management
• Cost systems
• Operational performance measurement
• Strategic performance measurement
• Value chain
• Implementing Business Strategy (IBS)
• EVN’s generation companies
• Chiến lược kinh doanh
• Quản trị kinh doanh
• Công ty EVN
• Strategic management
• Lecture Strategic management
• Strategic leadership
• Strategic control
• Corporate governance
• Organizational structures
• Effective organizational designs
• Competitive advantage
• Crafting strategy
• Executing strategy
• Superior strategy execution
• Lecture Cost management
• Supply chain strategy
• Role of logistics in business
• Logistics in business
• Investigating logistics performance
• Innovating logistics practices and systems
• Implementing logistics system
• Ebook Aligning human resources
• Aligning human resources
• Business strategy
• Implementing strategic change
• Strategic HR agenda
• Strategic alliances
• Strategic management theory
• Strategy and technology
• The global environment
• Corporate performance
• Eliminate Waste
• Involvement of Everyone
• Continuous Improvement
• Implementing Lean
• Business Process
• Reengineering
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• báo cáo y học
• công trình nghiên cứu về y học
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