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Teaching Notes: Finntrack Strategy: Analysis and Practice 2005 McGraw-Hill Education Europe

Core Competence at NEC and GTE

Teaching Notes
http://www.finntrack.com/http://highered.mcgraw-hill.com/sites/0077107063/information_center_view0http://www.mcgraw-hill.co.uk/http://www.mcgraw-hill.co.uk/http://www.mcgraw-hill.co.uk/http://www.mcgraw-hill.co.uk/http://highered.mcgraw-hill.com/sites/0077107063/information_center_view0http://www.finntrack.com/

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Index

Workshop Case Analysis Debate Case Questions How to Use Your Workshop

Resources Disclaimer Learning Objectives

Introduction to NEC Introduction to Information

Technology Introduction to Verizon

Introduction toTelecommunications

Communication and GTE Multinational Corporations Business Drivers Business Analysis Benchmarking

Click on Image

Larger ImageSource: NEC Corporation
http://www.sw.nec.co.jp/english/interview/rfid2/image/p4.gifhttp://www.nec.com/http://www.sw.nec.co.jp/english/interview/rfid2http://www.nec.com/http://www.sw.nec.co.jp/english/interview/rfid2/image/p4.gif

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Index

Core Competence

Corporate Capabilities Core Competency Strategic Intent Innovation New Paradigm: Resource-Based

Theory Theory of Constraints

Value Chain Organisational Culture Organisational Structure Economic Value Added Six Sigma

Competitive Advantage

Strategic Planning Competition What in the World is Competitive

Advantage? What in the World is Competitive

Advantage? Competitive Postion: Competitive

Advantage What is Sustainable CompetitiveAdvantage

Sustainable CompetitiveAdvantage

Creating Business Value Interest Alignment Rents and

Competitive Advantage

Performance measures to supportcompetitive advantage

Competitive Strategy: The Analysis ofStrategic Position

Lecture Competitive Strategy: The Analysis of

Strategic Capability

Lecture
http://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdfhttp://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdfhttp://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdfhttp://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdfhttp://www.insead.edu/alliance/faculty/2003-86.pdfhttp://www.insead.edu/alliance/faculty/2003-86.pdfhttp://www.accaglobal.com/publications/studentaccountant/2455131?view=Printable+versionhttp://www.accaglobal.com/publications/studentaccountant/2455131?view=Printable+versionhttp://highered.mcgraw-hill.com/sites/dl/free/0077107063/160083/pp_ch06.ziphttp://highered.mcgraw-hill.com/sites/dl/free/0077107063/160083/pp_ch07.ppthttp://highered.mcgraw-hill.com/sites/dl/free/0077107063/160083/pp_ch07.ppthttp://highered.mcgraw-hill.com/sites/dl/free/0077107063/160083/pp_ch06.ziphttp://www.accaglobal.com/publications/studentaccountant/2455131?view=Printable+versionhttp://www.accaglobal.com/publications/studentaccountant/2455131?view=Printable+versionhttp://www.insead.edu/alliance/faculty/2003-86.pdfhttp://www.insead.edu/alliance/faculty/2003-86.pdfhttp://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdfhttp://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdfhttp://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdfhttp://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdf

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Workshop

This workshop series is designed to compliment Teaching and Learning Strategiesfor undergraduate, postgraduate and executive level Strategic Management andrelated programmes and courses using the case studies featured in the StrategyAnalysis and Practice text shown below.

The overall aim is to support the learning contents offered in the relevantchapters of the book whilst expanding participants knowledge and skills base

required to understand, review and analyse the strategic management issuesinvolved in the case study of NEC and GTE.

Strategy Analysis and Practice

John McGee, Warwick Business SchoolHoward Thomas, Warwick Business School

David Wilson, Warwick Business School
http://highered.mcgraw-hill.com/sites/0077107063/information_center_view0http://highered.mcgraw-hill.com/sites/0077107063/information_center_view0

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Case Analysis

A case studyis a particular method ofqualitative research.

Rather than using large samples andfollowing a rigid protocol to examine alimited number of variables, case study

methods involve an in-depth, longitudinalexamination of a single instance or event:a case.

They provide a systematic way of lookingat events, collecting data, analyzinginformation, and reporting the results.

As a result the researcher may gain asharpened understanding of why theinstance happened as it did, and whatmight become important to look at moreextensively in future research.
http://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Qualitative_researchhttp://en.wikipedia.org/wiki/Casehttp://en.wikipedia.org/wiki/Datahttp://en.wikipedia.org/wiki/Analysishttp://en.wikipedia.org/wiki/Informationhttp://en.wikipedia.org/wiki/Informationhttp://en.wikipedia.org/wiki/Analysishttp://en.wikipedia.org/wiki/Datahttp://en.wikipedia.org/wiki/Casehttp://en.wikipedia.org/wiki/Qualitative_researchhttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studies

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Case Analysis

Case studies lend themselves especially to generating (rather thantesting) hypotheses.

The scope and relevance of case studies Types of case study

Illustrative case studies Exploratory case studies

Critical instance case studies Program implementation case studies Program effects case studies Cumulative case studies Business school case studies Medical case studies

History of the case study Conclusions Notable case studies References See also External links
http://en.wikipedia.org/wiki/Testinghttp://en.wikipedia.org/wiki/Hypotheseshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Case_studieshttp://en.wikipedia.org/wiki/Hypotheseshttp://en.wikipedia.org/wiki/Testing

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Debate

1. Introduction

2. Competitive Strategy: The Analysis of Strategic Position3. Competitive Strategy: The Analysis of Strategic Capability

Workshop discussion topics have been divided into three parts according tothe relevant chapters of the book:

You should ensure that you have understood the contents of chapters 6 and 7prior to attending any of the above debates.

Also see:

How to Use Your Workshop ResourcesLearning ObjectivesLearning from Case Studies: A Short Guide for Students
http://highered.mcgraw-hill.com/sites/0077107063/student_view0/learning_using_case_studies.htmlhttp://highered.mcgraw-hill.com/sites/0077107063/student_view0/learning_using_case_studies.html

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Case Questions

Please Note:At your instructors discretion the indicative questions below and elsewhere in this resourcemay be varied or deemed unnecessary for teaching and learning purposes for some coursesor modules.

Also see Learning Using Case Studies for further information.

According to Hamel and Prahalad (1990) a company's core competency are things that afirm can do well and that meet the following three conditions

Also see A Model for Case Analysis and Problem Solving

1. It provides customer benefits,

2. It is hard for competitors to imitate, and

3. It can be leveraged widely to many products and market.

Have NEC and GTE (the latter is now owned by Verizon Communications) met theconditions? Using appropriate Benchmarking (Competitive/Collaborative)processes, evaluate the companies current core competencies and recommendimprovements where necessary.
http://highered.mcgraw-hill.com/sites/0077107063/student_view0/learning_using_case_studies.htmlhttp://web.cba.neu.edu/~ewertheim/introd/cases.htmhttp://web.cba.neu.edu/~ewertheim/introd/cases.htmhttp://web.cba.neu.edu/~ewertheim/introd/cases.htmhttp://web.cba.neu.edu/~ewertheim/introd/cases.htmhttp://highered.mcgraw-hill.com/sites/0077107063/student_view0/learning_using_case_studies.html

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How to Use Your Workshop Resources

Viewing

You will need either MS PowerPoint program or PowerPoint Viewer installed on yourcomputer. The latter may be downloaded free from Microsoft website here.

Navigation

The Learning Contents (Literature Reviews) are linked to a relevant public domain othe Internet.

Most, if not all pictures/imagesare clickable, i.e. linked to its source which provide

further information on the topic or the copyright holder.

If your version of PowerPoint does not show the navigation buttons on the slide, rigclick on the screen and select your destination from the dialogue box. Alternativelyuse the small arrowheads, indicating previous and next respectively.
http://www.microsoft.com/downloads/details.aspx?FamilyID=428d5727-43ab-4f24-90b7-a94784af71a4&displaylang=enhttp://www.microsoft.com/downloads/details.aspx?FamilyID=428d5727-43ab-4f24-90b7-a94784af71a4&displaylang=en

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Disclaimer

This information is provided with the understanding that the authors andpublishers do not assume any legal responsibility for the completeness oraccuracy of the contents or any opinions or views expressed on these pages orlinked destination sources.

It is the nature of the media (Internet) that some of the pages may not alwaysbe available due to broken or dead links, withdrawals, etc. Whilst the publisherswill be pleased to take any appropriate corrective action, for example, byreplacing or removing the sources when possible, they unable to assume anylegal responsibility for unavailability of any third party material for whateverreason beyond their direct control.

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Learning Objectives

strategic thinking skills

appreciations of the complex decision making process involved ineconomic strategies such as migration and outsourcing

analytical and critical thinking skills by reviewing the factors thatinfluenced corporate centre's decisions on the businesses in theirportfolios

The main objective of the workshop is to evaluate the competitivestrategy development and implementation proceses of NCE and

Participants will have an opportunity of developing and enhancing their

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Introduction to NEC

NEC Corporation(JapaneseNippon Denki Kabushiki Gaisha; TYO: 6701 ,NASDAQ: NIPNY, LSE: NEC) is a multi-nationalinformation technologies company headquarteredin Minato-ku, Tokyo, Japan.

NEC, part of the Sumitomo Group, providesinformation technology (IT) and network solutionsto business enterprises, communications servicesproviders and government.

Their business is divided into the three principal

segments: IT Solutions Network Solutions and Electron Devices.

Click on ImageSource: Wikipedia
http://en.wikipedia.org/wiki/NEC_Corporationhttp://en.wikipedia.org/wiki/Japanese_languagehttp://en.wikipedia.org/wiki/Tokyo_Stock_Exchangehttp://www.bloomberg.com/apps/quote?ticker=6701:JPhttp://en.wikipedia.org/wiki/NASDAQhttp://quotes.nasdaq.com/asp/SummaryQuote.asp?symbol=NIPNY&selected=NIPNYhttp://en.wikipedia.org/wiki/London_Stock_Exchangehttp://www.londonstockexchange.com/en-gb/pricesnews/prices/Trigger/genericsearch.htm?bsg=true&ns=NEChttp://en.wikipedia.org/wiki/Technologyhttp://en.wikipedia.org/wiki/Minato%2C_Tokyohttp://en.wikipedia.org/wiki/23_special_wardshttp://en.wikipedia.org/wiki/Tokyohttp://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Sumitomo_Grouphttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Wikipediahttp://en.wikipedia.org/wiki/Wikipediahttp://www.nec.com/http://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Sumitomo_Grouphttp://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Tokyohttp://en.wikipedia.org/wiki/23_special_wardshttp://en.wikipedia.org/wiki/23_special_wardshttp://en.wikipedia.org/wiki/Minato%2C_Tokyohttp://en.wikipedia.org/wiki/Technologyhttp://www.londonstockexchange.com/en-gb/pricesnews/prices/Trigger/genericsearch.htm?bsg=true&ns=NEChttp://en.wikipedia.org/wiki/London_Stock_Exchangehttp://quotes.nasdaq.com/asp/SummaryQuote.asp?symbol=NIPNY&selected=NIPNYhttp://en.wikipedia.org/wiki/NASDAQhttp://www.bloomberg.com/apps/quote?ticker=6701:JPhttp://en.wikipedia.org/wiki/Tokyo_Stock_Exchangehttp://en.wikipedia.org/wiki/Japanese_languagehttp://en.wikipedia.org/wiki/NEC_Corporation

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Introduction to NEC

The IT Solutions business deliverscomputing solutions to businessenterprises, government and individualcustomers. The IT Solutions businessprovides software, hardware and relatedservices. The Network Solutions

business designs and providesbroadband network systems, mobile andwireless communications networksystems, mobile handsets, broadcastand other systems.

NEC's Electron Devices business includes semiconductors, displays and otherelectronic components. NEC produces Versa notebooks for the internationalmarket and the Lavie series for Japanese market.

Click on ImageSource: NEC Corporation
http://www.nec.com/http://www.nec.com/http://www.nec.co.jp/press/en/9710/2301.html

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Introduction to NEC

Proud achievements of NEC include thediscovery ofcarbon nanotube by SumioIijima, and the creation of the EarthSimulator, the fastest supercomputer inthe world at the time. Over the past fiveyears NEC has ranked consistently in the

top 4 companies for number of U.S.patents issued, averaging 1764 grantedeach year.

The company was formerly known asNippon Electric Company, Limited,

before it was renamed in 1983. It stillgoes by the old name in Japan.

Larger ImageClick on ImageSource: NEC Corporation
http://en.wikipedia.org/wiki/Carbon_nanotubehttp://en.wikipedia.org/wiki/Sumio_Iijimahttp://en.wikipedia.org/wiki/Sumio_Iijimahttp://en.wikipedia.org/wiki/Earth_Simulatorhttp://en.wikipedia.org/wiki/Earth_Simulatorhttp://en.wikipedia.org/wiki/Supercomputerhttp://en.wikipedia.org/wiki/Patenthttp://en.wikipedia.org/wiki/1983http://www.nec.com/global/features/index18/index.htmlhttp://www.nec.com/http://www.nec.com/http://www.nec.com/global/features/index18/index.htmlhttp://www.nec.com/global/features/index18/index.htmlhttp://en.wikipedia.org/wiki/1983http://en.wikipedia.org/wiki/Patenthttp://en.wikipedia.org/wiki/Supercomputerhttp://en.wikipedia.org/wiki/Earth_Simulatorhttp://en.wikipedia.org/wiki/Earth_Simulatorhttp://en.wikipedia.org/wiki/Sumio_Iijimahttp://en.wikipedia.org/wiki/Sumio_Iijimahttp://en.wikipedia.org/wiki/Carbon_nanotube

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Introduction to NEC

Products by Category Computers

Networking

Semiconductor & Component

Other Consolidated Financial Results for the

Third Quarter of the Fiscal Year EndingMarch 31, 2006

http://www.nec.com/global/prod/category.htmlhttp://www.nec.com/global/prod/category.htmlhttp://www.nec.com/global/prod/pro-cm.htmlhttp://www.nec.com/global/prod/pro-ed.htmlhttp://www.nec.com/global/prod/pro-ot.htmlhttp://www.nec.co.jp/press/en/0601/2601.htmlhttp://www.nec.co.jp/press/en/0601/2601.htmlhttp://www.nec.co.jp/press/en/0601/2601.htmlhttp://www.nec.com/http://www.nec.com/http://www.nec-lcd.com/englishhttp://www.nec.co.jp/press/en/0601/2601.htmlhttp://www.nec.co.jp/press/en/0601/2601.htmlhttp://www.nec.co.jp/press/en/0601/2601.htmlhttp://www.nec.com/global/prod/pro-ot.htmlhttp://www.nec.com/global/prod/pro-ed.htmlhttp://www.nec.com/global/prod/pro-cm.htmlhttp://www.nec.com/global/prod/category.htmlhttp://www.nec.com/global/prod/category.html

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Introduction to Information Technology

Information technology (IT) or Informationand communication(s) technology (ICT) (alsoInfocomm, esp. inAsia) is a broad subjectconcerned with technology and other aspects ofmanaging and processing information, especially inlarge organizations.

In particular, IT deals with the use ofelectroniccomputers and computer software to convert, store,protect, process, transmit, and retrieve information.

For that reason, computer professionals are oftencalled IT specialists, and the division of a

company or university that deals with softwaretechnology is often called the IT department.Other names for the latter are information services(IS) or management information services (MIS),managed service providers (MSP).

http://en.wikipedia.org/wiki/Asiahttp://en.wikipedia.org/wiki/Technologyhttp://en.wikipedia.org/wiki/Information_processinghttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Electronicshttp://en.wikipedia.org/wiki/Computerhttp://en.wikipedia.org/wiki/Computer_softwarehttp://en.wikipedia.org/wiki/Converthttp://en.wikipedia.org/wiki/Storehttp://en.wikipedia.org/wiki/Protecthttp://en.wikipedia.org/wiki/Processhttp://en.wikipedia.org/wiki/Transmission_%28telecommunications%29http://en.wikipedia.org/wiki/Informationhttp://en.wikipedia.org/wiki/Information_systemshttp://en.wikipedia.org/wiki/Management_information_systemhttp://en.wikipedia.org/wiki/Managed_Service_Providerhttp://www.nec.com/http://www.nec.com/http://www.nec-redefines.com/xhtml/index.aspx?lang=en&autoplay=researchhttp://en.wikipedia.org/wiki/Managed_Service_Providerhttp://en.wikipedia.org/wiki/Management_information_systemhttp://en.wikipedia.org/wiki/Information_systemshttp://en.wikipedia.org/wiki/Informationhttp://en.wikipedia.org/wiki/Transmission_%28telecommunications%29http://en.wikipedia.org/wiki/Processhttp://en.wikipedia.org/wiki/Protecthttp://en.wikipedia.org/wiki/Storehttp://en.wikipedia.org/wiki/Converthttp://en.wikipedia.org/wiki/Computer_softwarehttp://en.wikipedia.org/wiki/Computerhttp://en.wikipedia.org/wiki/Electronicshttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Information_processinghttp://en.wikipedia.org/wiki/Technologyhttp://en.wikipedia.org/wiki/Asia

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Introduction to Information Technology

Information technology audit IT audit resources Computer security audit Computing Computer science Information science

Information security World Wide Web Digital library Pattern recognition Data management Data processing

RFID

Data mining Data drilling Metadata Data storage Database Data networking

Technology assessment Cryptography Information Technology

Infrastructure Library Information technology

governance

Telematics
http://en.wikipedia.org/wiki/Information_technology_audithttp://en.wikipedia.org/wiki/IT_audit_resourceshttp://en.wikipedia.org/wiki/Computer_security_audithttp://en.wikipedia.org/wiki/Computinghttp://en.wikipedia.org/wiki/Computer_sciencehttp://en.wikipedia.org/wiki/Information_sciencehttp://en.wikipedia.org/wiki/Information_securityhttp://en.wikipedia.org/wiki/World_Wide_Webhttp://en.wikipedia.org/wiki/Digital_libraryhttp://en.wikipedia.org/wiki/Pattern_recognitionhttp://en.wikipedia.org/wiki/Data_managementhttp://en.wikipedia.org/wiki/Data_processinghttp://en.wikipedia.org/wiki/RFIDhttp://en.wikipedia.org/wiki/Data_mininghttp://en.wikipedia.org/wiki/Data_drillinghttp://en.wikipedia.org/wiki/Metadata_%28computing%29http://en.wikipedia.org/wiki/Data_storagehttp://en.wikipedia.org/wiki/Databasehttp://en.wikipedia.org/wiki/Data_networkinghttp://en.wikipedia.org/wiki/Technology_assessmenthttp://en.wikipedia.org/wiki/Cryptographyhttp://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Libraryhttp://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Libraryhttp://en.wikipedia.org/wiki/Information_technology_governancehttp://en.wikipedia.org/wiki/Information_technology_governancehttp://en.wikipedia.org/wiki/Telematicshttp://en.wikipedia.org/wiki/Telematicshttp://en.wikipedia.org/wiki/Information_technology_governancehttp://en.wikipedia.org/wiki/Information_technology_governancehttp://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Libraryhttp://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Libraryhttp://en.wikipedia.org/wiki/Cryptographyhttp://en.wikipedia.org/wiki/Technology_assessmenthttp://en.wikipedia.org/wiki/Data_networkinghttp://en.wikipedia.org/wiki/Databasehttp://en.wikipedia.org/wiki/Data_storagehttp://en.wikipedia.org/wiki/Metadata_%28computing%29http://en.wikipedia.org/wiki/Data_drillinghttp://en.wikipedia.org/wiki/Data_mininghttp://en.wikipedia.org/wiki/RFIDhttp://en.wikipedia.org/wiki/Data_processinghttp://en.wikipedia.org/wiki/Data_managementhttp://en.wikipedia.org/wiki/Pattern_recognitionhttp://en.wikipedia.org/wiki/Digital_libraryhttp://en.wikipedia.org/wiki/World_Wide_Webhttp://en.wikipedia.org/wiki/Information_securityhttp://en.wikipedia.org/wiki/Information_sciencehttp://en.wikipedia.org/wiki/Computer_sciencehttp://en.wikipedia.org/wiki/Computinghttp://en.wikipedia.org/wiki/Computer_security_audithttp://en.wikipedia.org/wiki/IT_audit_resourceshttp://en.wikipedia.org/wiki/Information_technology_audit

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Introduction to Verizon Communications

Verizon Communications(NYSE:VZ) is a major telecom company basedin New York City. It was formed whenBell Atlantic, one of the Regional BellOperating Companies, bought GTE,formerly the largest independent local-

exchange telephone company in theUnited States in 2000.

Prior to its transformation into Verizon,Bell Atlantic had merged with anotherRegional Bell Operating Company,

NYNEX, in 1997. The name is aportmanteau ofverticaland horizon,creating a paradoxical title whichsounds modern, optimistic, andpleasing to the average consumer.

Click on ImageSource: Copyright 2006 Verizon

GTE corporate logo, 1971-2000
http://www22.verizon.com/http://www22.verizon.com/http://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://www.nyse.com/about/listed/lcddata.html?ticker=VZhttp://en.wikipedia.org/wiki/New_York_Cityhttp://en.wikipedia.org/wiki/Regional_Bell_operating_companyhttp://en.wikipedia.org/wiki/Regional_Bell_operating_companyhttp://en.wikipedia.org/wiki/Independent_businesshttp://en.wikipedia.org/wiki/NYNEXhttp://en.wikipedia.org/wiki/1997http://en.wikipedia.org/wiki/Portmanteauhttp://www22.verizon.com/http://en.wikipedia.org/wiki/GTEhttp://www22.verizon.com/http://www22.verizon.com/http://en.wikipedia.org/wiki/Portmanteauhttp://en.wikipedia.org/wiki/1997http://en.wikipedia.org/wiki/NYNEXhttp://en.wikipedia.org/wiki/Independent_businesshttp://en.wikipedia.org/wiki/Regional_Bell_operating_companyhttp://en.wikipedia.org/wiki/Regional_Bell_operating_companyhttp://en.wikipedia.org/wiki/New_York_Cityhttp://www.nyse.com/about/listed/lcddata.html?ticker=VZhttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://www22.verizon.com/http://www22.verizon.com/

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History

Pre-Verizon Creation Bell Atlantic NYNEX GTE

Creation of Verizon Merger Effects

MCI Acquisition Sale of international unitsVerizon Services

Voice Video Data Directory Operations

See also Corporate GovernanceVerizon's Competitors

Landline Wireless

References External links

Click on ImageSource: Copyright 2006 Verizon
http://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://www22.verizon.com/http://www22.verizon.com/http://www22.verizon.com/forhomedsl/channels/dsl/?http://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communications

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Company Profile Overview

Products & Services

Corporate History

Industry Overview

Technology

Business Segments

Overview

Domestic Telecom

Domestic Wireless

International

Information Services

Source: Copyright 2006 Verizon
http://investor.verizon.com/profilehttp://investor.verizon.com/profile/overview.aspxhttp://www22.verizon.com/ProductsAndServices/Anonymous/0%2C2854%2C%2C00.htmlhttp://investor.verizon.com/profile/historyhttp://investor.verizon.com/profile/industryhttp://investor.verizon.com/profile/technology.aspxhttp://investor.verizon.com/businesshttp://investor.verizon.com/business/overview.aspxhttp://investor.verizon.com/business/wireline.aspxhttp://investor.verizon.com/business/wireless.aspxhttp://investor.verizon.com/business/international.aspxhttp://investor.verizon.com/business/infoserv.aspxhttp://investor.verizon.com/business/infoserv.aspxhttp://www22.verizon.com/http://www22.verizon.com/http://investor.verizon.com/business/infoserv.aspxhttp://investor.verizon.com/business/infoserv.aspxhttp://investor.verizon.com/business/international.aspxhttp://investor.verizon.com/business/wireless.aspxhttp://investor.verizon.com/business/wireline.aspxhttp://investor.verizon.com/business/overview.aspxhttp://investor.verizon.com/businesshttp://investor.verizon.com/profile/technology.aspxhttp://investor.verizon.com/profile/industryhttp://investor.verizon.com/profile/historyhttp://www22.verizon.com/ProductsAndServices/Anonymous/0%2C2854%2C%2C00.htmlhttp://investor.verizon.com/profile/overview.aspxhttp://investor.verizon.com/profile

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Consolidated Statement of Income 2004 - 2005 Presentation

Webcast Presentations

Source: Copyright 2006 Verizon
http://investor.verizon.com/financial/quarterly/VZ/4Q2005/4Q2005.pdfhttp://investor.verizon.com/news/20060126/20060126.pdfhttp://www.corporate-ir.net/ireye/ir_site.zhtml?ticker=VZ&script=1010&item_id=1195745http://www22.verizon.com/http://www22.verizon.com/http://www.corporate-ir.net/ireye/ir_site.zhtml?ticker=VZ&script=1010&item_id=1195745http://investor.verizon.com/news/20060126/20060126.pdfhttp://investor.verizon.com/financial/quarterly/VZ/4Q2005/4Q2005.pdfhttp://investor.verizon.com/financial/quarterly/VZ/4Q2005/4Q2005.pdfhttp://investor.verizon.com/financial/quarterly/VZ/4Q2005/4Q2005.pdfhttp://investor.verizon.com/financial/quarterly/VZ/4Q2005/4Q2005.pdf

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Introduction to Telecommunications

Telecommunications is the communication ofinformation over a distance. More

Explanation Examples of human

(tele)communications

History of Telecommunication Telegraphy Optical

Electromagnetic and electrical Early wireless communication

Wireless telegraphy

Radio communication See also External links

Click on Image

Source: 2006 Telenor ASA
http://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Communicationhttp://en.wikipedia.org/wiki/Informationhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://www.telenor.com/abouthttp://www.telenor.com/abouthttp://www.telenor.com/telektronikk/volumes/index.php?page=overview&id1=67&select=05-09http://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Telecommunications_industryhttp://en.wikipedia.org/wiki/Informationhttp://en.wikipedia.org/wiki/Communicationhttp://en.wikipedia.org/wiki/Telecommunications_industry

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Multinational Corporations

Amultinational corporation (MNC) or multinational enterprise (MNE) ortransnational corporation (TNC) is a corporation/enterprise that managesproduction establishments or delivers services in at least two countries.

Critiques Examples

In fiction See also Fostering Growth and

Promoting a ResponsibleMarket Economy - A G8Declaration

Annual Report on theGuidelines for

MultinationalEnterprises The2005 edition includesa special focus oncorporateresponsibility in thedeveloping world
http://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Corporationhttp://en.wikipedia.org/wiki/Countryhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://www.g8.fr/evian/english/navigation/2003_g8_summit/summit_documents/fostering_growth_and_promoting_a_responsible_market_economy_-_a_g8_declaration.htmlhttp://www.g8.fr/evian/english/navigation/2003_g8_summit/summit_documents/fostering_growth_and_promoting_a_responsible_market_economy_-_a_g8_declaration.htmlhttp://www.g8.fr/evian/english/navigation/2003_g8_summit/summit_documents/fostering_growth_and_promoting_a_responsible_market_economy_-_a_g8_declaration.htmlhttp://www.g8.fr/evian/english/navigation/2003_g8_summit/summit_documents/fostering_growth_and_promoting_a_responsible_market_economy_-_a_g8_declaration.htmlhttp://www.oecd.org/document/45/0,2340,en_2649_34889_35845165_1_1_1_1,00.htmlhttp://www.oecd.org/document/45/0,2340,en_2649_34889_35845165_1_1_1_1,00.htmlhttp://www.oecd.org/document/45/0,2340,en_2649_34889_35845165_1_1_1_1,00.htmlhttp://www.oecd.org/document/45/0,2340,en_2649_34889_35845165_1_1_1_1,00.htmlhttp://www.oecd.org/document/45/0,2340,en_2649_34889_35845165_1_1_1_1,00.htmlhttp://www.oecd.org/document/45/0,2340,en_2649_34889_35845165_1_1_1_1,00.htmlhttp://www.oecd.org/document/45/0,2340,en_2649_34889_35845165_1_1_1_1,00.htmlhttp://www.oecd.org/document/45/0,2340,en_2649_34889_35845165_1_1_1_1,00.htmlhttp://www.oecd.org/document/45/0,2340,en_2649_34889_35845165_1_1_1_1,00.htmlhttp://www.g8.fr/evian/english/navigation/2003_g8_summit/summit_documents/fostering_growth_and_promoting_a_responsible_market_economy_-_a_g8_declaration.htmlhttp://www.g8.fr/evian/english/navigation/2003_g8_summit/summit_documents/fostering_growth_and_promoting_a_responsible_market_economy_-_a_g8_declaration.htmlhttp://www.g8.fr/evian/english/navigation/2003_g8_summit/summit_documents/fostering_growth_and_promoting_a_responsible_market_economy_-_a_g8_declaration.htmlhttp://www.g8.fr/evian/english/navigation/2003_g8_summit/summit_documents/fostering_growth_and_promoting_a_responsible_market_economy_-_a_g8_declaration.htmlhttp://www.g8.fr/evian/english/navigation/2003_g8_summit/summit_documents/fostering_growth_and_promoting_a_responsible_market_economy_-_a_g8_declaration.htmlhttp://www.g8.fr/evian/english/navigation/2003_g8_summit/summit_documents/fostering_growth_and_promoting_a_responsible_market_economy_-_a_g8_declaration.htmlhttp://www.g8.fr/evian/english/navigation/2003_g8_summit/summit_documents/fostering_growth_and_promoting_a_responsible_market_economy_-_a_g8_declaration.htmlhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Countryhttp://en.wikipedia.org/wiki/Corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporation

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Multinational corporations (MNC) are often dividedinto three broad groups:

Horizontally integrated multinationalcorporationsmanage productionestablishments located in different countries

to produce same or similar products.Vertically integrated multinationalcorporations manage productionestablishment in certain country/countries toproduce products that serve as input to itsproduction establishments in other

country/countries. Diversified multinational corporations

manage production establishments locatedin different countries that are neitherhorizontally or vertically integrated.
http://www.ssc.upenn.edu/~snyeapl2/papers/complex.PDFhttp://www.ssc.upenn.edu/~snyeapl2/papers/complex.PDFhttp://www.ssc.upenn.edu/~snyeapl2/papers/complex.PDFhttp://www.aueb.gr/deos/EIBA2002.files/PAPERS/C72.pdfhttp://www.aueb.gr/deos/EIBA2002.files/PAPERS/C72.pdfhttp://www.findarticles.com/p/articles/mi_qa3674/is_200104/ai_n8930213http://www.aueb.gr/deos/EIBA2002.files/PAPERS/C72.pdfhttp://www.aueb.gr/deos/EIBA2002.files/PAPERS/C72.pdfhttp://www.ssc.upenn.edu/~snyeapl2/papers/complex.PDFhttp://www.ssc.upenn.edu/~snyeapl2/papers/complex.PDFhttp://www.ssc.upenn.edu/~snyeapl2/papers/complex.PDF

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Multinationals have played an importantrole in globalization. Given theirinternational reach and mobility,prospective countries, and sometimesregions within countries, must competewith each other to have MNCs locate their

facilities (and subsequent tax revenue,employment, and economic activity) within.

To compete, countries and regional politicaldistricts offer incentives to MNCs such astax breaks, pledges of governmental

assistance or improved infrastructure, orlax environmental and labour standards.This process of becoming more attractiveto foreign investment can be characterizedas a race to the bottom.

Lick on ImageSource: NEC Corporation
http://en.wikipedia.org/wiki/Globalizationhttp://en.wikipedia.org/wiki/Taxhttp://en.wikipedia.org/wiki/Environmental_lawhttp://en.wikipedia.org/wiki/Labor_lawhttp://en.wikipedia.org/wiki/Race_to_the_bottomhttp://www.nec.com/http://www.nec.com/http://www.nec.co.jp/ir/en/library/annual/1995/build/bui-4.htmlhttp://en.wikipedia.org/wiki/Race_to_the_bottomhttp://en.wikipedia.org/wiki/Labor_lawhttp://en.wikipedia.org/wiki/Environmental_lawhttp://en.wikipedia.org/wiki/Taxhttp://en.wikipedia.org/wiki/Globalization

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Business Drivers

Larger ImageSource: Metapraxis

Also see

Business Prophet - C.K.Prahalad

Insights and Opportunities:Transforming Procurement

Capabilities in Asia

Economic Value Added
http://www.metapraxis.com/industry/manufacturing.htmlhttp://www.metapraxis.com/industry/index.htmlhttp://www.businessweek.com/magazine/content/06_04/b3968089.htmhttp://www.businessweek.com/magazine/content/06_04/b3968089.htmhttp://www.accenture.com/NR/rdonlyres/0822BEE9-72E6-47A1-89DE-D1391C01E43F/0/trans_procurement_asia.pdfhttp://www.accenture.com/NR/rdonlyres/0822BEE9-72E6-47A1-89DE-D1391C01E43F/0/trans_procurement_asia.pdfhttp://www.accenture.com/NR/rdonlyres/0822BEE9-72E6-47A1-89DE-D1391C01E43F/0/trans_procurement_asia.pdfhttp://www.accenture.com/NR/rdonlyres/0822BEE9-72E6-47A1-89DE-D1391C01E43F/0/trans_procurement_asia.pdfhttp://www.accenture.com/NR/rdonlyres/0822BEE9-72E6-47A1-89DE-D1391C01E43F/0/trans_procurement_asia.pdfhttp://www.accenture.com/NR/rdonlyres/0822BEE9-72E6-47A1-89DE-D1391C01E43F/0/trans_procurement_asia.pdfhttp://www.businessweek.com/magazine/content/06_04/b3968089.htmhttp://www.businessweek.com/magazine/content/06_04/b3968089.htmhttp://www.businessweek.com/magazine/content/06_04/b3968089.htmhttp://www.businessweek.com/magazine/content/06_04/b3968089.htmhttp://www.businessweek.com/magazine/content/06_04/b3968089.htmhttp://www.metapraxis.com/industry/index.htmlhttp://www.metapraxis.com/industry/manufacturing.htmlhttp://www.metapraxis.com/industry/manufacturing.html

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Business Analysis

1. Benefits of Business Analysis2. Roles of Business Analysts3. Business Process

Improvement4. Goal of Business Analysts5. External Links

Also see

Quantitative Methods Strategic Business Analysis Financial Statements Quantitative Method From Wikipedia, the free

encyclopedia

Larger ImageClick on Image

Source: BizEd
http://en.wikipedia.org/wiki/Business_Analysishttp://en.wikipedia.org/wiki/Business_Analysishttp://en.wikipedia.org/wiki/Business_Analysishttp://en.wikipedia.org/wiki/Business_Analysishttp://en.wikipedia.org/wiki/Business_Analysishttp://en.wikipedia.org/wiki/Business_Analysishttp://en.wikipedia.org/wiki/Quantitative_methodhttp://en.wikipedia.org/wiki/Quantitative_methodhttp://en.wikipedia.org/wiki/Quantitative_methodhttp://www.bized.ac.uk/educators/16-19/business/strategy/presentation/analysismap.gifhttp://www.bized.ac.uk/http://www.bized.ac.uk/http://www.bized.ac.uk/educators/16-19/business/strategy/presentation/analysismap.gifhttp://www.bized.ac.uk/educators/16-19/business/strategy/presentation/analysis_map.htmhttp://en.wikipedia.org/wiki/Quantitative_methodhttp://en.wikipedia.org/wiki/Quantitative_methodhttp://en.wikipedia.org/wiki/Quantitative_methodhttp://en.wikipedia.org/wiki/Quantitative_methodhttp://en.wikipedia.org/wiki/Business_Analysishttp://en.wikipedia.org/wiki/Business_Analysishttp://en.wikipedia.org/wiki/Business_Analysishttp://en.wikipedia.org/wiki/Business_Analysishttp://en.wikipedia.org/wiki/Business_Analysishttp://en.wikipedia.org/wiki/Business_Analysis

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Quantitative Methods

Lecture 1: Functions & Economic RelationshipsLecture 2: Economic Models/Linear ModelsLecture 3: Basic Differential CalculusLecture 4: OptimisationLecture 5: Functions of Several Variables

Lecture 6: Unconstrained OptimisationLecture 7: Constrained OptimisationLecture 8: Growth & DynamicsLecture 9: Introduction to Difference Equations

Source: Bob BeachillLeeds Metropolitan [email protected]

Quants Handbook

Click on ImageSource: Brian C. McCarthy

Ohio University
http://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch1.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch2.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch3.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch4.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch5.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch6.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch7.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch8.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch9.dochttp://www.lmu.ac.uk/index.htmhttp://www.lmu.ac.uk/index.htmmailto:%[email protected]:%[email protected]://www.plantbio.ohiou.edu/epb/instruct/quantmet/quantmet.htmhttp://www.lmu.ac.uk/index.htmhttp://www.lmu.ac.uk/index.htmhttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch9.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch8.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch7.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch6.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch5.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch4.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch3.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch2.dochttp://www.lmu.ac.uk/lbs/epia/people/beachill/quants/quantch1.doc

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Strategic Business Analysis

Larger ImageClick on ImageSource: Wikipedia

SWOT Analysis

PEST market analysis tool

Porter's Five Forces Model

Value Chain

Managing Your Value Chain

Resources and Capabilities

Organisational Capabilities

Financial Analysis
http://www.flickr.com/photo_zoom.gne?id=91829174&size=ohttp://en.wikipedia.org/wiki/Main_Pagehttp://www.businessballs.com/swotanalysisfreetemplate.htmhttp://www.businessballs.com/pestanalysisfreetemplate.htmhttp://www.businessballs.com/portersfiveforcesofcompetition.htmhttp://www.1000ventures.com/business_guide/im_value_chain_main.htmlhttp://www.1000ventures.com/business_guide/im_value_chain_main.htmlhttp://www.1000ventures.com/business_guide/mgmt_stategic_resource-based.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/capabilities_corporate.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/capabilities_corporate.htmlhttp://www.1000ventures.com/business_guide/mgmt_stategic_resource-based.htmlhttp://www.1000ventures.com/business_guide/im_value_chain_main.htmlhttp://www.1000ventures.com/business_guide/im_value_chain_main.htmlhttp://www.businessballs.com/portersfiveforcesofcompetition.htmhttp://www.businessballs.com/pestanalysisfreetemplate.htmhttp://www.businessballs.com/swotanalysisfreetemplate.htmhttp://en.wikipedia.org/wiki/Main_Pagehttp://www.flickr.com/photo_zoom.gne?id=91829174&size=ohttp://en.wikipedia.org/wiki/SWOT_Analysis

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Financial Statements: The System

Larger Image

Larger ImageClick on ImagesSource: Investopedia.com
http://www.investopedia.com/images/tutorials/financialstatements/FinancialStatements_1_3.gifhttp://www.investopedia.com/university/financialstatements/financialstatements2.asphttp://www.investopedia.com/http://www.investopedia.com/http://www.investopedia.com/university/financialstatements/financialstatements2.asphttp://www.investopedia.com/university/financialstatements/financialstatements2.asphttp://www.investopedia.com/images/tutorials/financialstatements/FinancialStatements_1_3.gifhttp://www.investopedia.com/university/financialstatements/financialstatements2.asp

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Financial Statements: Analysis

1) Financial Statements: Introduction2) Financial Statements: Who's In Charge?3) Financial Statements: The System4) Financial Statements: Cash Flow5) Financial Statements: Earnings6) Financial Statements: Revenue7) Financial Statements: Working Capital8) Financial Statements: Long-Lived Assets9) Financial Statements: Long-Term Liabilities10) Financial Statements: Pension Plans11) Financial Statements: Conclusion

Printer friendly version (PDF format)

Source: Investopedia.com
http://www.investopedia.com/university/financialstatements/default.asphttp://www.investopedia.com/university/financialstatements/financialstatements1.asphttp://www.investopedia.com/university/financialstatements/financialstatements3.asphttp://www.investopedia.com/university/financialstatements/financialstatements4.asphttp://www.investopedia.com/university/financialstatements/financialstatements5.asphttp://www.investopedia.com/university/financialstatements/financialstatements6.asphttp://www.investopedia.com/university/financialstatements/financialstatements7.asphttp://www.investopedia.com/university/financialstatements/financialstatements8.asphttp://www.investopedia.com/university/financialstatements/financialstatements9.asphttp://www.investopedia.com/university/financialstatements/financialstatements10.asphttp://www.investopedia.com/login/pdf.aspx?s=4&t=http://i.investopedia.com/inv/pdf/tutorials/financialstatements.pdfhttp://www.investopedia.com/http://www.smith-nephew.com/investors/sfs2004http://www.investopedia.com/http://www.investopedia.com/login/pdf.aspx?s=4&t=http://i.investopedia.com/inv/pdf/tutorials/financialstatements.pdfhttp://www.investopedia.com/university/financialstatements/financialstatements10.asphttp://www.investopedia.com/university/financialstatements/financialstatements9.asphttp://www.investopedia.com/university/financialstatements/financialstatements8.asphttp://www.investopedia.com/university/financialstatements/financialstatements8.asphttp://www.investopedia.com/university/financialstatements/financialstatements8.asphttp://www.investopedia.com/university/financialstatements/financialstatements7.asphttp://www.investopedia.com/university/financialstatements/financialstatements7.asphttp://www.investopedia.com/university/financialstatements/financialstatements7.asphttp://www.investopedia.com/university/financialstatements/financialstatements6.asphttp://www.investopedia.com/university/financialstatements/financialstatements5.asphttp://www.investopedia.com/university/financialstatements/financialstatements4.asphttp://www.investopedia.com/university/financialstatements/financialstatements3.asphttp://www.investopedia.com/university/financialstatements/financialstatements1.asphttp://www.investopedia.com/university/financialstatements/default.asp

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Financial Ratios

A financial ratio is a ratio of two numbers of reported levels or flows of a company. Itmay be two financial flows categories divided by each other (profit margin,profit/revenue). It may be a level divided by a financial flow (price/earnings). It may be aflow divided by a level (return on equity or earnings/equity). The numeratorordenominatormay itself be a ratio (PEG ratio).

Ratios Flow-to-flow Level-to-level Ratio-to-ratio To cash flow To earnings To market cap

See also

External links

Larger ImageDownloadFinancialRatio Analysis(177K)for Microsoft Excel.Source: BaarnsConsulting Group
http://en.wikipedia.org/wiki/Numeratorhttp://en.wikipedia.org/wiki/Denominatorhttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://archive.baarns.com/excel/products/finratio.asphttp://archive.baarns.com/Download/finratio.exehttp://archive.baarns.com/Download/finratio.exehttp://archive.baarns.com/excel/products/finratio.asphttp://archive.baarns.com/excel/products/finratio.asphttp://archive.baarns.com/excel/products/finratio.asphttp://archive.baarns.com/excel/products/finratio.asphttp://archive.baarns.com/Download/finratio.exehttp://archive.baarns.com/Download/finratio.exehttp://archive.baarns.com/excel/products/finratio.asphttp://archive.baarns.com/excel/products/finratio.asphttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Financial_ratiohttp://en.wikipedia.org/wiki/Denominatorhttp://en.wikipedia.org/wiki/Numerator

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Benchmarking

Benchmarking (also "best practice benchmarking" or "process benchmarking")is a process used in management and particularly strategic management, inwhich organizations evaluate various aspects of their processes in relation tobest practice, usually within their own sector.

This then allows organizations to develop plans on how to adopt such bestpractice, usually with the aim of increasing some aspect of performance.Benchmarking may be a one-off event, but is often treated as a continuousprocess in which organizations continually seek to challenge their practices.

Advantages ofbenchmarking

Competitive benchmarking

Collaborative benchmarking Procedure Cost of benchmarking Benchmarking in financial

markets External links

Click on Image.Larger Image.Source: OEP
http://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Strategic_managementhttp://en.wikipedia.org/wiki/Best_practicehttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://www.oeprofiler.com/OEP%20Images/External%20Benchmarking%20wheel.pnghttp://www.oeprofiler.com/http://www.oeprofiler.com/http://www.oeprofiler.com/OEP%20Images/External%20Benchmarking%20wheel.pnghttp://www.oeprofiler.com/http://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Best_practicehttp://en.wikipedia.org/wiki/Strategic_managementhttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Benchmarking

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Competitive Position: Competitive Advantage

Strategic Planning

Competition

What in the World is CompetitiveAdvantage?

Competitive Postion:Competitive Advantage

What is SustainableCompetitive Advantage

Sustainable CompetitiveAdvantage

Creating Business Value

Interest Alignment Rents andCompetitive Advantage

Performance measures to

support competitive advantage

Click on ImageSource: BRS

Click on Image

Source: businessballs.com

Literature Review
http://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdfhttp://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdfhttp://www.insead.edu/alliance/faculty/2003-86.pdfhttp://www.insead.edu/alliance/faculty/2003-86.pdfhttp://www.accaglobal.com/publications/studentaccountant/2455131?view=Printable+versionhttp://www.accaglobal.com/publications/studentaccountant/2455131?view=Printable+versionhttp://www.accaglobal.com/publications/studentaccountant/2455131?view=Printable+versionhttp://www.brs-inc.com/index.asphttp://www.businessballs.com/portersfiveforcesofcompetition.htmhttp://www.businessballs.com/portersfiveforcesofcompetition.htmhttp://www.businessballs.com/portersfiveforcesdiagram.pdfhttp://www.brs-inc.com/index.asphttp://www.brs-inc.com/models/model15.asphttp://www.accaglobal.com/publications/studentaccountant/2455131?view=Printable+versionhttp://www.accaglobal.com/publications/studentaccountant/2455131?view=Printable+versionhttp://www.accaglobal.com/publications/studentaccountant/2455131?view=Printable+versionhttp://www.insead.edu/alliance/faculty/2003-86.pdfhttp://www.insead.edu/alliance/faculty/2003-86.pdfhttp://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdfhttp://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/WhatisCA_03.pdf

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Competitive strategy

Michael Porter: GenericStrategies

Risk-related Challenges

Literature Review

Also see Annotated Lecture Outline


Source: Vadim Kotelnikov, GIVIS, Ten3 East-West
http://www.1000ventures.com/business_guide/crosscuttings/competing_strategy.htmlhttp://www.pwc.com/Extweb/insights.nsf/docid/5AF2AE1FD75777778025704C00503CF0http://www.1000ventures.com/business_guide/crosscuttings/sca_main.htmlhttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/sca_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/sca_main.htmlhttp://www.pwc.com/Extweb/insights.nsf/docid/5AF2AE1FD75777778025704C00503CF0http://www.pwc.com/Extweb/insights.nsf/docid/5AF2AE1FD75777778025704C00503CF0http://www.pwc.com/Extweb/insights.nsf/docid/5AF2AE1FD75777778025704C00503CF0http://www.1000ventures.com/business_guide/crosscuttings/competing_strategy.html

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Strategic Capability: Core Competence

Corporate Capabilities Core Competency

Strategic Intent

Innovation

New Paradigm: Resource-BasedTheory

Theory of Constraints

Value Chain

Organisational Culture Organisational Structure

Economic Value Added

Six SigmaLarger ImageClick on Image

Source:Sumitomo Corporation
http://www.sumitomocorp.co.jp/english/strategy_e/sogoryok/img/sogo03.jpghttp://www.sumitomocorp.co.jp/english/strategy_e/sogoryok/index.shtmlhttp://www.sumitomocorp.co.jp/english/strategy_e/sogoryok/index.shtmlhttp://www.sumitomocorp.co.jp/english/index.htmhttp://www.sumitomocorp.co.jp/english/index.htmhttp://www.sumitomocorp.co.jp/english/strategy_e/sogoryok/img/sogo03.jpghttp://www.sumitomocorp.co.jp/english/strategy_e/sogoryok/index.shtml

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Strategic Planning

Strategic planningconsists of the

process of developing strategies toreach a defined objective. As we label apiece of planning "strategic" we expectit to operate on the grand scale and totake in "the big picture" (incontradistinction to "tactical" planning,which by definition has to focus moreon the tactics of individual detailedactivities).

"Long range" planning typically projectscurrent activities and programs into a

revised view of the external world,thereby describing results that will mostlikely occur (whether the planner wantsthem or not!)

Also See Introduction to Strategic Management

Click on ImageSource: Long Range Planning - InternationalJournal of Strategic Management
http://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Tacticshttp://localhost/var/www/apps/conversion/tmp/scratch_2/stratman.ppthttp://www.lrp.ac/http://www.lrp.ac/http://www.lrp.ac/http://www.lrp.ac/http://www.lrp.ac/http://www.lrp.ac/http://www.lrp.ac/http://www.lrp.ac/http://localhost/var/www/apps/conversion/tmp/scratch_2/stratman.ppthttp://en.wikipedia.org/wiki/Tacticshttp://en.wikipedia.org/wiki/Strategic_planning

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Strategic Planning

"Strategic" planning tries to "create"more desirable future results by

(a) influencing the outside world or

(b) adapting current programs andactions so as to have more

favorable outcomes in the externalenvironment.

Click on ImageSource:[email protected]
mailto:[email protected]://www.learningworks.ca/what/sp.htmlmailto:[email protected]://www.learningworks.ca/what/sp.html

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Strategic Planning

Click on Image. Larger Image

Source: University of Cambridge,Department of Engineering

Methodologies Situation Analysis Identifying cultures Perspectives

Ethnographical versus Clinicalapproach

Functionalistic versus Interpretionistic

approachArtifacts

Visible artifacts Invisible artifacts

Culture types Changing cultures and strategy

Approaches Resistance Measurements

Goals, objectives and targets Mission statements and vision statements Why strategic plans fail External links
http://www.ifm.eng.cam.ac.uk/service/large/images/3966_diagram.gifhttp://www.cam.ac.uk/http://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/Strategic_planninghttp://www.cam.ac.uk/http://www.cam.ac.uk/http://www.cam.ac.uk/http://www.cam.ac.uk/http://www.cam.ac.uk/http://www.ifm.eng.cam.ac.uk/service/large/images/3966_diagram.gifhttp://www.ifm.eng.cam.ac.uk/service/large/strat_dev.html

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Competitionis the act of striving against another force for the purpose of

achieving dominance or attaining a reward or goal, or out of a biologicalimperative such as survival. Competition is a term widely used in several fields,including economics, business, politics, and sports. Competition may be betweentwo or more forces, life forms, agents, systems, individuals, or groups, dependingon the context in which the term is used.

Sizes and levels of competition Consequences of competition Competition in different fields

Economics and businesscompetition

Competition in biology andecology

Competition in politics Sports competition Competition in education

The Study of competition Competitiveness

Econometrics

See also

Click on Image

Source:Brecker

Associates
http://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Politicshttp://en.wikipedia.org/wiki/Sportshttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Econometricshttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://www.brecker.com/home.htmhttp://www.brecker.com/home.htmhttp://www.brecker.com/home.htmhttp://www.brecker.com/home.htmhttp://www.brecker.com/home.htmhttp://www.brecker.com/home.htmhttp://www.brecker.com/value.htmhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Econometricshttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Sportshttp://en.wikipedia.org/wiki/Politicshttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Competition

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Sustainable Competitive Advantage

Larger Image

Click on ImageSource: Vadim Kotelnikov, GIVIS, Ten3 East-West

Owning Competitive Advantage

Competition

Hypercompetition
http://www.1000ventures.com/business_guide/crosscuttings/sca_main.htmlhttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/business_guide/im_fast2market_sca_owning.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/competing_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/competing_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/competing_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/competing_main.htmlhttp://www.1000ventures.com/business_guide/im_fast2market_sca_owning.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/sca_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/sca_main.html

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Sustainable Competitive Advantage

In marketing and strategicmanagement, sustainablecompetitive advantageis anadvantage that one firm has relativeto competing firms. The source of theadvantage can be something the

company does that is distinctive anddifficult to replicate, also know as acore competency, for example P&G'ability to derive superior consumerinsights and implement them inmanaging its brand portfolio.


Source: Infosys Consulting
http://en.wikipedia.org/wiki/Marketinghttp://en.wikipedia.org/wiki/Strategic_managementhttp://en.wikipedia.org/wiki/Strategic_managementhttp://en.wikipedia.org/wiki/Competitive_advantagehttp://en.wikipedia.org/wiki/Competitive_advantagehttp://en.wikipedia.org/wiki/Competitive_advantagehttp://en.wikipedia.org/wiki/Core_competencyhttp://www.infosysconsulting.com/images/build_competitive_advantage.gifhttp://www.infosysconsulting.com/index.htmhttp://www.infosysconsulting.com/index.htmhttp://www.infosysconsulting.com/images/build_competitive_advantage.gifhttp://www.infosysconsulting.com/our_services.htmhttp://en.wikipedia.org/wiki/Core_competencyhttp://en.wikipedia.org/wiki/Competitive_advantagehttp://en.wikipedia.org/wiki/Competitive_advantagehttp://en.wikipedia.org/wiki/Competitive_advantagehttp://en.wikipedia.org/wiki/Strategic_managementhttp://en.wikipedia.org/wiki/Strategic_managementhttp://en.wikipedia.org/wiki/Marketing

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Creating Business Value

Information technology facilitates new and more

efficient way of creating business value in thenew economy. As a result, instead of thetraditional vertically integrated value chains,organizations must adopt business modelsbased on independent layers of value-creatingactivities.

Meltdown of the Value Chain

Source: General Management Review

Impact of rising strength of emerging economieson market expansion Role of emerging marketconditions on first mover advantages Sources offirst mover advantages in emerging marketsStrategies to sustain these advantages

Complementing for Complexity: LeadingThrough Managing The first mover in anemerging market
http://www.etgmr.com/gmrapr-jun2/art3.htmhttp://www.etgmr.com/http://www.etgmr.com/jan_mar05/emergingmarket.htmhttp://www.etgmr.com/jan_mar05/emergingmarket.htmhttp://www.etgmr.com/jan_mar05/emergingmarket.htmhttp://www.etgmr.com/jan_mar05/emergingmarket.htmhttp://www.etgmr.com/jan_mar05/emergingmarket.htmhttp://www.etgmr.com/jan_mar05/emergingmarket.htmhttp://www.etgmr.com/jan_mar05/emergingmarket.htmhttp://www.etgmr.com/jan_mar05/emergingmarket.htmhttp://www.etgmr.com/http://www.etgmr.com/gmrapr-jun2/art3.htmhttp://www.etgmr.com/gmrapr-jun2/art3.htm

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Competitive Strategy: Michael Porter

Image by benchmarkporter.comLarger ImageClick on ImageSource: www.tutor2u.net

Michael Porter: Generic Strategies
http://www.benchmarkporter.com/idahttp://www.tutor2u.net/business/images/competitive_strategies.gifhttp://www.tutor2u.net/revision_notes_strategy.asphttp://en.wikipedia.org/wiki/Porter_generic_strategieshttp://en.wikipedia.org/wiki/Porter_generic_strategieshttp://www.tutor2u.net/revision_notes_strategy.asphttp://www.tutor2u.net/business/images/competitive_strategies.gifhttp://www.tutor2u.net/business/strategy/competitive_advantage.htmhttp://www.benchmarkporter.com/ida

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Strategic Capability: Core Competence

Internal capabilities

Corporate capabilities

Resource-based view

Capabilities in the new economy

Synergy

Patents

Effective leadership

Teamwork

Continuous learning

Tacit knowledge


Source: Vadim Kotelnikov, GIVIS,Ten3 East-West
http://www.1000ventures.com/business_guide/crosscuttings/capabilities_corporate.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/capabilities_corporate.htmlhttp://www.1000ventures.com/business_guide/mgmt_stategic_resource-based.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/new_economy_transition.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/synergy.htmlhttp://www.1000ventures.com/business_guide/ipr/patent_main_bywipo.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/leadership_results-based.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/team_main.htmlhttp://www.1000ventures.com/business_guide/mgmt_new-model_25lessons-welch.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/knowledge_tacit.htmlhttp://www.1000ventures.com/design_elements/selfmade/leadership_schools_correlation.pnghttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/design_elements/selfmade/leadership_schools_correlation.pnghttp://www.1000ventures.com/business_guide/crosscuttings/leadership_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/knowledge_tacit.htmlhttp://www.1000ventures.com/business_guide/mgmt_new-model_25lessons-welch.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/team_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/leadership_results-based.htmlhttp://www.1000ventures.com/business_guide/ipr/patent_main_bywipo.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/synergy.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/new_economy_transition.htmlhttp://www.1000ventures.com/business_guide/mgmt_stategic_resource-based.htmlhttp://www.1000ventures.com/business_guide/mgmt_stategic_resource-based.htmlhttp://www.1000ventures.com/business_guide/mgmt_stategic_resource-based.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/capabilities_corporate.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/capabilities_corporate.html

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Core Competency

Core Competency

The WorkofHamel and Prahalad

Sustainable competitive advantage

Synergy

The Competence Problem

Principles and Functions ofManagement - Henri Fayol

Qualities of a Successful Manager

The Motivation and Performance

Obsession

Leadership and Management

Managerial Competency

Questionnaire

Larger ImageClick on ImageSource: Forio Corporation
http://en.wikipedia.org/wiki/Core_competencyhttp://www.tutor2u.net/business/strategy/core_competencies.htmhttp://en.wikipedia.org/wiki/Gary_Hamelhttp://en.wikipedia.org/wiki/C.K._Prahaladhttp://en.wikipedia.org/wiki/Synergyhttp://www.bola.biz/competence/index.htmlhttp://www.bola.biz/competence/fayol.htmlhttp://www.bola.biz/competence/fayol.htmlhttp://www.bola.biz/competence/pedler/index.htmlhttp://www.bola.biz/competence/pedler/index.htmlhttp://www.bola.biz/motivation/index.htmlhttp://www.bola.biz/motivation/index.htmlhttp://www.bola.biz/motivation/index.htmlhttp://www.bola.biz/competence/adair.htmlhttp://www.hayresourcesdirect.haygroup.com/Competency/Assessments_Surveys/Managerial_Competency_Questionnaire/chart_full.asphttp://www.hayresourcesdirect.haygroup.com/Competency/Assessments_Surveys/Managerial_Competency_Questionnaire/chart_full.asphttp://www.hayresourcesdirect.haygroup.com/Competency/Assessments_Surveys/Managerial_Competency_Questionnaire/chart_full.asphttp://www.forio.com/images/fouractions.gifhttp://www.forio.com/index.htmhttp://www.forio.com/index.htmhttp://www.forio.com/images/fouractions.gifhttp://www.forio.com/dilts.htmhttp://www.hayresourcesdirect.haygroup.com/Competency/Assessments_Surveys/Managerial_Competency_Questionnaire/chart_full.asphttp://www.hayresourcesdirect.haygroup.com/Competency/Assessments_Surveys/Managerial_Competency_Questionnaire/chart_full.asphttp://www.hayresourcesdirect.haygroup.com/Competency/Assessments_Surveys/Managerial_Competency_Questionnaire/chart_full.asphttp://www.bola.biz/competence/adair.htmlhttp://www.bola.biz/motivation/index.htmlhttp://www.bola.biz/motivation/index.htmlhttp://www.bola.biz/motivation/index.htmlhttp://www.bola.biz/competence/pedler/index.htmlhttp://www.bola.biz/competence/pedler/index.htmlhttp://www.bola.biz/competence/fayol.htmlhttp://www.bola.biz/competence/fayol.htmlhttp://www.bola.biz/competence/fayol.htmlhttp://www.bola.biz/competence/fayol.htmlhttp://www.bola.biz/competence/fayol.htmlhttp://www.bola.biz/competence/index.htmlhttp://en.wikipedia.org/wiki/Synergyhttp://en.wikipedia.org/wiki/C.K._Prahaladhttp://en.wikipedia.org/wiki/Gary_Hamelhttp://www.tutor2u.net/business/strategy/core_competencies.htmhttp://en.wikipedia.org/wiki/Core_competency

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Strategic Intent

Corporate Vision, Mission, Goals andStrategies

Your Enterprise Strategy

Dynamic Business Strategy

Strategy Innovation

Marketing and Selling

Strategic Thinking

New-to-the-World ProductDevelopment

Managing Your Value Chain

Strategy Implementation

Larger Image

Click on ImageSource: Vadim Kotelnikov, GIVIS, Ten3 East-West
http://www.1000ventures.com/business_guide/crosscuttings/vision_mission_strategy.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/vision_mission_strategy.htmlhttp://www.1000ventures.com/business_guide/mgmt_inex_stategy.htmlhttp://www.1000ventures.com/business_guide/mgmt_inex_strategy_dynamic.htmlhttp://www.1000ventures.com/business_guide/mgmt_inex_strategy_dynamic.htmlhttp://www.1000ventures.com/business_guide/strategy_innovation.htmlhttp://www.1000ventures.com/business_guide/marketing_main.htmlhttp://www.1000ventures.com/business_guide/marketing_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/thinking_strategic.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/thinking_strategic.htmlhttp://www.1000ventures.com/business_guide/product_devt_new-to-the-world.htmlhttp://www.1000ventures.com/business_guide/product_devt_new-to-the-world.htmlhttp://www.1000ventures.com/business_guide/im_value_chain_main.htmlhttp://www.1000ventures.com/business_guide/im_value_chain_main.htmlhttp://www.1000ventures.com/business_guide/strategy_implementation.htmlhttp://www.1000ventures.com/business_guide/strategy_implementation.htmlhttp://www.1000ventures.com/design_elements/selfmade/vision_2plans_pyramid_6x4.pnghttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/design_elements/selfmade/vision_2plans_pyramid_6x4.pnghttp://www.1000ventures.com/business_guide/crosscuttings/strategic_intent.htmlhttp://www.1000ventures.com/business_guide/strategy_implementation.htmlhttp://www.1000ventures.com/business_guide/strategy_implementation.htmlhttp://www.1000ventures.com/business_guide/im_value_chain_main.htmlhttp://www.1000ventures.com/business_guide/im_value_chain_main.htmlhttp://www.1000ventures.com/business_guide/product_devt_new-to-the-world.htmlhttp://www.1000ventures.com/business_guide/product_devt_new-to-the-world.htmlhttp://www.1000ventures.com/business_guide/product_devt_new-to-the-world.htmlhttp://www.1000ventures.com/business_guide/product_devt_new-to-the-world.htmlhttp://www.1000ventures.com/business_guide/product_devt_new-to-the-world.htmlhttp://www.1000ventures.com/business_guide/product_devt_new-to-the-world.htmlhttp://www.1000ventures.com/business_guide/product_devt_new-to-the-world.htmlhttp://www.1000ventures.com/business_guide/product_devt_new-to-the-world.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/thinking_strategic.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/thinking_strategic.htmlhttp://www.1000ventures.com/business_guide/marketing_main.htmlhttp://www.1000ventures.com/business_guide/marketing_main.htmlhttp://www.1000ventures.com/business_guide/strategy_innovation.htmlhttp://www.1000ventures.com/business_guide/mgmt_inex_strategy_dynamic.htmlhttp://www.1000ventures.com/business_guide/mgmt_inex_strategy_dynamic.htmlhttp://www.1000ventures.com/business_guide/mgmt_inex_stategy.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/vision_mission_strategy.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/vision_mission_strategy.html

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Innovation

Efficiency Improvement

New ways of doing business

New rapidly globalizing economy

Technological innovation

Technology Transfer

Fast Company

Reaching and servicing customers

The Entrepreneur

Innovation project management

Roadmaps

Guiding principles

Business processes

Click on Image

Source: Vadim Kotelnikov, GIVIS, Ten3 East-West
http://www.1000ventures.com/business_guide/effectiveness_operational.htmlhttp://www.1000ventures.com/business_guide/business_model_new.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/new_economy_transition.htmlhttp://www.1000ventures.com/technology_transfer/techacquisition_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/change_speedmoving.htmlhttp://www.1000ventures.com/business_guide/marketing_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/entrepreneur_main.htmlhttp://www.1000ventures.com/business_guide/rpm.htmlhttp://www.1000ventures.com/business_guide/im_strategic_roadmap.htmlhttp://www.1000ventures.com/business_guide/im_guiding_principles.htmlhttp://www.1000ventures.com/business_guide/process.htmlhttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/business_guide/innovation.htmlhttp://www.1000ventures.com/business_guide/innovation.htmlhttp://www.1000ventures.com/business_guide/process.htmlhttp://www.1000ventures.com/business_guide/im_guiding_principles.htmlhttp://www.1000ventures.com/business_guide/im_strategic_roadmap.htmlhttp://www.1000ventures.com/business_guide/rpm.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/entrepreneur_main.htmlhttp://www.1000ventures.com/business_guide/marketing_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/change_speedmoving.htmlhttp://www.1000ventures.com/technology_transfer/techacquisition_main.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/new_economy_transition.htmlhttp://www.1000ventures.com/business_guide/business_model_new.htmlhttp://www.1000ventures.com/business_guide/effectiveness_operational.html

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New Paradigm: Resource-Based Theory

Strategic Marketing and the Resource

Based View of the Firm

Business Strategy

Setting Objectives & Planning

Customer Satisfaction

Performance Management

Performance MeasurementSystem

Balanced Scorecard (BSC)

Service-Profit Chain

Sustainable Growth Strategies

Porter's Five Forces Model forIndustry Analysis

Economic Value Added (EVA)

Business Architect

Click on Images

Source: Vadim Kotelnikov, GIVIS, Ten3East-West
http://oxygen.vancouver.wsu.edu/amsrev/theory/fahy10-99.htmlhttp://oxygen.vancouver.wsu.edu/amsrev/theory/fahy10-99.htmlhttp://www.1000ventures.com/business_guide/business_strategy.htmlhttp://www.1000ventures.com/business_guide/mgmt_setting_objectives.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/customer_satisfaction.htmlhttp://www.1000ventures.com/business_guide/mgmt_performance.htmlhttp://www.1000ventures.com/business_guide/mgmt_measurement-system.htmlhttp://www.1000ventures.com/business_guide/mgmt_measurement-system.htmlhttp://www.1000ventures.com/business_guide/mgmt_measurement_bsc.htmlhttp://www.1000ventures.com/business_guide/im_s-p_chain.htmlhttp://www.1000ventures.com/business_guide/sustainable_growth.htmlhttp://www.1000ventures.com/business_guide/sustainable_growth.htmlhttp://www.1000ventures.com/business_guide/mgmt_stategic_ca_byporter.htmlhttp://www.1000ventures.com/business_guide/mgmt_stategic_ca_byporter.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/economic_value_added.htmlhttp://www.1000ventures.com/business_guide/business_architect.htmlhttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/ten3ew.htmlhttp://www.1000ventures.com/givis.htmlhttp://www.1000ventures.com/vk.htmlhttp://www.1000ventures.com/business_guide/mgmt_measurement_bsc.htmlhttp://www.1000ventures.com/business_guide/mgmt_stategic_resource-based.htmlhttp://www.1000ventures.com/business_guide/business_architect.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/economic_value_added.htmlhttp://www.1000ventures.com/business_guide/mgmt_stategic_ca_byporter.htmlhttp://www.1000ventures.com/business_guide/mgmt_stategic_ca_byporter.htmlhttp://www.1000ventures.com/business_guide/sustainable_growth.htmlhttp://www.1000ventures.com/business_guide/sustainable_growth.htmlhttp://www.1000ventures.com/business_guide/sustainable_growth.htmlhttp://www.1000ventures.com/business_guide/sustainable_growth.htmlhttp://www.1000ventures.com/business_guide/im_s-p_chain.htmlhttp://www.1000ventures.com/business_guide/im_s-p_chain.htmlhttp://www.1000ventures.com/business_guide/im_s-p_chain.htmlhttp://www.1000ventures.com/business_guide/mgmt_measurement_bsc.htmlhttp://www.1000ventures.com/business_guide/mgmt_measurement-system.htmlhttp://www.1000ventures.com/business_guide/mgmt_measurement-system.htmlhttp://www.1000ventures.com/business_guide/mgmt_performance.htmlhttp://www.1000ventures.com/business_guide/crosscuttings/customer_satisfaction.htmlhttp://www.1000ventures.com/business_guide/mgmt_setting_objectives.htmlhttp://www.1000ventures.com/business_guide/business_strategy.htmlhttp://oxygen.vancouver.wsu.edu/amsrev/theory/fahy10-99.htmlhttp://oxygen.vancouver.wsu.edu/amsrev/theory/fahy10-99.html

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Theory of Constraints

Theory of Constraints (TOC) is a body of knowledge on the effectivemanagement of (mainly business) organizations, as systems. The author isEliyahu M. Goldratt, with many others contributing to the body of knowledge.

The Thinking Process (TP)

Throughput Accounting

Application-specific TOC

solutions Operations

Supply Chain / Logistics

Finance and Accounting

Project Management

Marketing and Sales

The Six Necessary andSufficient Questions relating toTechnology

Development and practice

Also See

References


Source:Osaka Gakuin University

A Guide to Implementing the Theory ofConstraints (TOC)
http://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Systemhttp://en.wikipedia.org/wiki/Eliyahu_M._Goldratthttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://www.osaka-gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/eforum/eETRIACon2003/Fig10TillmannA.jpghttp://www.osaka-gu.ac.jp/english/index.htmlhttp://www.dbrmfg.co.nz/Strategy%20Holistic%20Approach.htmhttp://www.dbrmfg.co.nz/Strategy%20Holistic%20Approach.htmhttp://www.dbrmfg.co.nz/Strategy%20Holistic%20Approach.htmhttp://www.dbrmfg.co.nz/Strategy%20Holistic%20Approach.htmhttp://www.osaka-gu.ac.jp/english/index.htmlhttp://www.osaka-gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/eforum/eETRIACon2003/Fig10TillmannA.jpghttp://www.osaka-gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/eforum/eETRIACon2003/eETRIACon2003.htmlhttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Theory_of_constraintshttp://en.wikipedia.org/wiki/Eliyahu_M._Goldratthttp://en.wikipedia.org/wiki/Systemhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Management

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Value Chain

Click on Image

Source:Vickers
http://www.viclabs.co.uk/http://www.viclabs.co.uk/http://www.viclabs.co.uk/Pages/valuechain.html

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Organisational Culture

Organizational culturecomprises the attitudes, values, bel

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