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- Policies, rules, procedures and regulations are required in the firm. Explain with example theirsignificant effects on the operations of the firms?What does the following mean? Please explain. “It many be that not just a few resources and capabilities enable a firm to gain a competitive advantage but that literally thousands of these organizational attributes, bundled together, generate such advantage”Analysis of the internal and external environments Aramco. What is the competitive advantage of the organization?
- Understanding the effect of the external environment on firms is crucial for firm’s competitiveness. If you are running a multi-services business in Malaysia, anaylze the FIVE (5) major types of external forces that should be examined as part of an external audit? Give an example of each type of force.Describe what kind of firms may survive even without having to do much environment scanning24) Business strategy focuses on two issues, (1) what business to compete in, and (2) how business can be managed to achieve synergy. a) True b) False
- 1. Organizations can gain a competitive advantage simply by selling products and services at a lower price than competitors. a) True b) False.As an astute entrepreneur who believes in creativity and innovation, Mr. Francois is pondering about manufacturing something, but he has to think carefully about the product to be manufactured. Therefore, he needs to understand what the Value Chain is about as well as the types of strategies that he could utilize to gain a competitive advantage. What information would you provide to Mr. Francois and his family regarding the Value Chain as they think seriously about going into the manufacturing sector?Some people tend to use the terms effectiveness and efficiency interchangeably, though we’ve seen they are different concepts. But is there any relationship at all between them? Can a firm be effective but inefficient? very efficient but essentially ineffective? Both? Neither?
- During a tour of a Toyota Corolla assembly plant located near their headquarters in Bangalore, India, executives of Wipro Ltd. hit on a revolutionary idea—why not apply Toyota’s successful manufacturing techniques to managing their software development and clients’ back-office operations business?“Toyota preaches continuous improvement, respect for employees, learning, and embracing change,” says T. K. Kurien, 45, former head of Wipro’s 13,600-person business-process outsourcing unit. “What we do is apply people, technology, and processes to solve a business problem.”Among the problems spotted early on by Kurien? Cubicles. They’re normal for programmers but interrupt the flow for business-process employees. Deciding to position people side by side at long tables assembly-line style “was a roaring disaster,” admits Kurien. “The factory idea concerned people.” So based on feedback from his middle managers, Kurien arranged classes to explain his concepts and how they would ultimately make…During a tour of a Toyota Corolla assembly plant located near their headquarters in Bangalore, India, executives of Wipro Ltd. hit on a revolutionary idea—why not apply Toyota’s successful manufacturing techniques to managing their software development and clients’ back-office operations business? “Toyota preaches continuous improvement, respect for employees, learning, and embracing change,” says T. K. Kurien, 45, former head of Wipro’s 13,600-person business-process outsourcing unit. “What we do is apply people, technology, and processes to solve a business problem.” Among the problems spotted early on by Kurien? Cubicles. They’re normal for programmers but interrupt the flow for business-process employees. Deciding to position people side by side at long tables assembly-line style “was a roaring disaster,” admits Kurien. “The factory idea concerned people.” So based on feedback from his middle managers, Kurien arranged classes to explain his concepts and how they would ultimately…The core competencies of a business are usually O a. Procured/ Purchased O b. Capabilities OC. Produced in-house O d. Subcontracted