Hint | Answer |
__ __ asks his employees at Google to dedicate some of their time to radical experimentation to ensure that they stay ahead of the game | |
(2011) 70-90% failure rate of acquisitons | |
(2012) FMA makes a brand the psychological standard (e.g. Coca-Cola) | |
(1999) R&D alliances barely ever develop into an acquisition. | |
(2000) Long term competitive advantage lies in resource configurations, not dynamic capabilities. | |
(2004) Causes of hypercompetitivity: globalisation, improved substitutes, deregulation, lower entry barriers | |
(1997) Dynamic capabilities are used in 'rapidly changing environments' | |
(1993) Even innovation that doesn't work can be profitable because it imparts STATUS on the innovating firm. | |
(1974) successful diversification requires shared core competences | |
(2007) A DYNAMIC CAPABILITY is 'the capacity of an organisation to purposefully create, extend, or modify its resource base' | |
__ ___ killed by the substitute MP3 Player | |
(1988) 3 sources of FMA: _ leadership, _ of assets, buyer _ costs | |
2 types of firm structure | |
(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 | |
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 | |
(2011) Alliances are sometimes not pursued because firms are unsure how to divide value created. | |
3 conditions to imitate: _ of what to imitate, _ to do it and _ to do it | |
(1988) Innovative late entry can be the winning strategy (e.g. Kindle) | |
(2012) Late enter when there are _ standards to compare products and low costs 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. | |
Constant improvement in operational efficiency is necessary but not sufficient for SCA | |
If firm performance is inherently complex and multivariate then research must investigate a variety of factors that might be behind it. | |
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