Hint | Answer |
(1974) successful diversification requires shared core competences | |
(1993) Even innovation that doesn't work can be profitable because it imparts STATUS on the innovating firm. | |
_ exploited exogenous change to become a pioneer of a new location of the pay day loan industry | |
aticA | |
A 1% increase in market share is only associated with a 0.1% increase in ROI. Focus should therefore be on other factors such as prod/service quality | |
(1986,_) 3 factors affecting how innovation profits are distributed: regimes of _, _ _ paradigm and _ assets | |
_ pioneered a better tire but had no system of complimentary assets (e.g. trained mechanics) to create profit | |
_'s diversification strategy might not be best measured in terms of profitability but in user base growth (rocketed ahead of __) | |
cost minimisation is not competitive in the long run as it is not innovative. It will make a firm bad at responding to competitors. | |
(2011) Two types of acquisitions: 1. Those that intend to boost the current position 2. Those that look to take the company in a new direction | |
__ __ acquired ___. Failure of this merger blamed on clash of cultures | |
atiCa | |
(2000) Dynamic capabilities are best conceptualised as tools that manipulate resource configurations | |
(2004) Hypercompetitivity in the manufacturing industry. SCA lasts fleetingly. Only soln: keep finding SCAs. | |
(1999) R&D alliances barely ever develop into an acquisition. | |
After US DoJ announced its mission to block the takeover of (1) by (2), (1)'s stock price rose and (2)'s fell | |
(1997) Since dynamic capabilities must be built, there is a need in organisations for managers who build. | |
(2004) Causes of hypercompetitivity: globalisation, improved substitutes, deregulation, lower entry barriers | |
5 Forces assumes industry structure is constant but actually it is endogenous and changes. e.g. changes in taxi driving industry | |
(2012) FMA makes a brand the psychological standard (e.g. Coca-Cola) | |
(2012) Pioneer when there are network effects, the expected category life is short and product value is subjective | |
(2007) A DYNAMIC CAPABILITY is 'the capacity of an organisation to purposefully create, extend, or modify its resource base' | |
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