understanding strategy - dimr
TRANSCRIPT
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Understanding Strategy
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Unit 1
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1.1 Understanding Strategy
1.2 Introduction to Strategic Management
1.3 Strategic Management Process
1.4 Hierarchy of Strategic Intent
1.5 Analyzing Company’s External Environmental and Industry Environment
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What is strategy ?
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A method or plan chosen to bring about a desiredfuture, such as achievement of a goal or solution to aproblem.
The art and science of planning and marshallingresources for their most efficient and effective use. Theterm is derived from the Greek word for generalshipor leading in an army.
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1.1 Understanding Strategy
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Alfred Chandler
The determination of basic long term goals and objectives of an enterprise and the adaptation of the course of action and the allocation of resources necessary to carry out these goals.
Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectives.
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Corporate
Business
Functional
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Corporate Strategy
Corporate Strategy
Business you should be IN
Business Strategy
Tactics to beat the Competition
Operational/ Functional Strategy
Operational methods to implement the Tactics
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Operational/
Functional
Strategy
Business Strategy
1.1 Understanding Strategy
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Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectives
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Strategic Management – Defined
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Strategic Management
In essence, the strategic plan is a company’s game plan
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Strategic Management achieves a firm’s success through integration
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Management
MIS
Production/OperationsFinance/Accounting
Marketing
Research & Development
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Strategic Decisions…
Have a long-term impact on the business
Have an impact on the whole organization
On its future direction
On the scope of its activities
On the boundaries of the firm
Define the basis on which the firm competes or co-operates (USP)
Based on which competencies and / or advantages
In which markets
By providing which value for the customer
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1.2 Introduction to Strategic Management
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Strategic Decisions…
Are taken at top-management level
Implemented by Lower Levels
Lower levels can be the part of strategic decisions; participation in management
Have a significant impact on resource allocation
Require irreversible commitments and hence risk some sunk cost investments
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1.2 Introduction to Strategic Management
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Strategy is overarching plan or set of goals. Changing strategies is
like trying to turn around an aircraft carrier—it can be done but not
quickly.
Tactics are the specific actions or steps you undertake to accomplish
your strategy. Tactics tend to be short-term considerations about how to deploy resources to win a battle.
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1. Identification of Business Objectives and Purpose (PEST)
2. Formulation of Strategies
a. Strengths b. Weaknesses
c. Opportunities d. Threats
3. Implementation
a. Resource Implementation b. OrganizationalImplementation c. Functional Policy Implementation
4. Evaluation of Strategies
a. Fixing Standards b. Measuring Performancec. Analysing Variations d. Taking Corrective Action 20
1.3 Strategic Management
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1.3 Four Phases in Strategic Management
• Internal• External• Interface
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1.3 Four Phases in Strategic Management
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Formulation of
strategiesImplementation of
strategies
Strategic
evaluation
Strategic control
Establishment of
strategic
intent
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• Strategic intent is the purpose for which an organisation strives for. These could be in the form of
vision and mission statements for the organisation asacorporate whole.
• At the business level of firms these could be expressed as the business definition and business
model.
• In precise terms, as an expression of aims to be achieved operationally, these may be the goals
andobjectives.
• Strategic intent lays down the framework within which firms would operate, adopt a predetermined
direction and attempt to achieve their goal.
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It is what the firm would ultimately like to become.
An organization, corporate culture, a business, atechnology, an activity in the future. The definitionitself is comprehensive and states clearly the futuristicposition.
Category of intentions that are broad, all inclusive andforward thinking
It is more of a dream than articulated idea
It is an aspiration of organization. Organization has tostrive and exert to achieve it.
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Vision articulates the position that a firm would like to attain in distant future.
El-Namaki (1992) considers it as a "mental perception of the kind of environmentan individual, or an organization, aspires to create within a broad time horizonand the underlying conditions for the actualization of this perception".
Miller and Dess (1996) view it simply ashe "category of intentions that are broad,all-inclusive, and forward thinking".
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Mission is what an organisation is and why it exists.
Mission is a statement which defines the role that an organisation playsin thesociety.
Thompson (1997) defines mission as the "essential purpose of the organization,concerning particularly why it is in existence, the nature of the business(es) it isin, and the customers it seeks to serve and satisfy".
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A mission statement defines the basic reason for the existence of the organisation. Such a statement reflects
the corporate philosophy, identity, character, and image of an organisation. It may be defined explicitly or could
be deduced from the management's actions, decisions or the chief executive's press statements: Some of the
characteristicsinclude:
– It should befeasible
– It should beprecise
– It should beclear
– It should bemotivating
– It should bedistinctive
– It should include major components ofstrategy
– It should indicate how objectives are tobe accomplished
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Strategic Management
S No. Vision Mission
1 Its is like destination Mission is the path
2 Vision can change Mission cannot be changed
3 Vision is a statement of some desired future state
Mission statement should be informational
4 Vision starts with value It should talk about what you do, how you deliver it and who your clients are.
5 Vision is where you want to go Mission is how you want to reach your goal
6 Vision is a broad and an inspiring statement of what the organization intends to become in the future
A mission statement is the reason for the existence of the organization
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• Specificity
• Multiplicity
• Periodicity
• Verifiability
• Reality
• Quality
Strategic Management
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Customer functions:
Utility / ornamental
Alternative technologies:
Mechanical / quartz technology
Customer groups: children, men or
women
Based on: D.F. Abell: Defining the Business: The Starting Point of Strategic Planning Englewood Cliffs,N.J. Prentice-Hall, 1980
Strategic Management
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1.4 Hierarchy of Strategic Intent
AbellBusiness Definition
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1.4 Hierarchy of Strategic Intent
E.g. CarManufacturing
CompanyVideo
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• Critical successfactors (CSFs)are crucial for organisational success.
• Rockart has applied the CSFs approach to several organisations through a three-step procedure for
determining CSFs.
• Thesesteps are:
• to generate the success factors (`what does it take to be successful in business?'), refining CSFs into
objectives (`what should the organisation's goals and objectives be with respect to CSFs?) identifying
measures of performance (`how will we know whether the organisation has been successful on this
factor?').
Critical SuccessFactors
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• Key performance indicators(KPIs) are the metrics or measures in terms of which the
critical successfactors areevaluated.
• KPIshelp an organization define and measure progress toward its objectives.
• They give everyone in the organization a clear picture of what is important and what they
need to do to accomplish objectives.
• They are a helpful tool for organizations to motivate their employees towards achievement
of objectives.
• KPIsare applied in business intelligence to gaugebusinesstrends.
Key Performance Indicators
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• Key Result Area
• Identified out of the day to day routine activities
• Primary Job objectives or Major Goals
• Outcomes or Expectations of a Job Position
• Groups relevant activities under one cluster forming a KRA
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SPECIFIC –KRA’s should be specific and logical.
MEASURABLE –KRA’s should be quantifiable and measurable.
ACHIEVABLE–KRA’s framed should be achievable.
RELEVANT–KRA’s should be associated to job.
TIME BOUND–KRA’s framed should be defined for a specific period
Strategic Management
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•Helps organization to identify opportunities and threats
•To consolidate and strengthen organizationsposition
•Provides the strategists of which sectors have a favorable impact onthe organization
•Help organization know where it stands with respect to its environment
•Helps in formulating appropriatestrategy
•Helps in formulating SWOT analysis (Strategic weakness, opportunities and threats)
Environmental Threat and Opportunity ProfileETOP?
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FACTORS COULD INCLUDE
Political international trade, taxation policy
Economic interest rates, exchange rates, national income, inflation, unemployment, Stock Market
Social ageing population, attitudes to work, income distribution
Technological innovation, new product development, rate of technological obsolescence
Environmental global warming, environmental issues
Legal competition law, health and safety, employment law
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1.5 Analysing Company’s External Environment ETOPEnvironmental Threat and Opportunity Profile
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Porter's 5 Forces Model.
Born in 1947.
Professors in Harvard Business School.
Introduced Porter's 5 ForcesModel.
Written 18 books & over 125Articles.
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• Barriers to entry seek to protect the power of existing firms and maintain supernormal profits and increase producer surplus.
• Economies of scale
• Brand Image
• Capital Requirements
Strategic and Statutory Entry Barriers
1. Structural barriers ('innocent' entry barriers)
2. Strategic barriers
3. Statutory barriers
4. Exit barrier
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Analyzing Company’s Internal Environment
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Unique competencies
High quality Product
Innovation
Lowest price of product
Economies of scale
Excellent customer care service/ after sale service
Market positioning
Effective network for distribution of production etc
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When a company is unable to perform well or some factors which are restricting a company to perform well it is called as a competitive disadvantage.
location disadvantage,
inability to purchase latest technology,
poor distribution channel,
high cost of manufacturing,
poor quality product etc.
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According to Coyne,Hall and Clifford, ‘Core competence is a combination of complementary skills and knowledge based embedded in a group or team that results in the ability to execute one or more critical processes to a world class standards’.
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Distinctive competencies differentiate a firm from its competitors.
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Process benchmarking:
Financial benchmarking:
Performance benchmarking:
Product benchmarking:
Strategic benchmarking:
Functional benchmarking:
Operational benchmarking:
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Generic Competitive Strategies
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. Diversification Strategies: The stock broking company offers the personalized services to the small investors apart from its normal dealings in shares and debentures with a view to having more business and a diversified risk
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Vertical Integration Strategies: The banks upgraded their data management system by recording the information on computers and reduced huge paperwork. This was done to improve the efficiency of the banks.
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A merger occurs when two separate entities combine forces to create a new, joint organization. Meanwhile, an acquisition refers to the takeover of one entity by another. Mergers and acquisitions may be completed to expand a company's reach or gain market share in an attempt to create shareholder value
A merger involves the mutual decision of two companies to combine and become one entity; it can be seen as a decision made by two "equals.
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Acquisitions occur when one company acquires another with the permission of its board to do so. Companies pursue acquisitions for several purposes. ..
Companies acquire other firms to increase their market share, obtain new facilities and acquire advanced technology. In an acquisition, the board of directors of an acquired firm agrees to allow another company to control the firm for a certain price. The firm making the acquisition usually agrees to purchase the acquired company’s assets or stock. Purchasing the assets allows the acquiring company to avoid needing shareholders' approval. The company desiring to make the acquisition must perform due diligence before the acquisition process begins.
In contrast to other acquisitions, takeovers occur when a company takes over and purchases a company without the permission of the company or its board of directors.
Takeover by purchasing a majority stake in the target firm
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Strategic Alliances : A strategic alliance is an agreement between two or more parties to pursue a set of agreed upon objectives needed while remaining independent organizations. A strategic alliance will usually fall short of a legal partnership entity, agency, or corporate affiliate relationship
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Definition: The Retrenchment Strategy is adopted when an organization aims at reducing its one or more business operations with the view to cut expenses and reach to a more stable financial position.
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Turnaround: The book publication house may pull out of the customer sales through market intermediaries and may focus on the direct institutional sales. This may be done to slash the sales force and increase the marketing efficiency.
2. Divestment: The hotel may focus on the room facilities which is more profitable and may shut down the less profitable services given in the banquet halls during occasions.
3. Liquidation : The Liquidation Strategy is the most unpleasant strategy adopted by the organization that includes selling off its assets and the final closure or winding up of the business operations.
4. Outsourcing Strategies: Outsourcing is a business practice in which services or job functions are farmed out to a third party
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4.1 Strategy Implementation
4.2 Organization Structures forStrategy Implementation
4.3 Changing Structures andProcesses
4.4 Corporate Culture
4.5 Strategy Evaluation
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4.1 Strategy Implementation
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4.1 Strategy Implementation
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4.1 Strategy Implementation
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Mc
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4.1 Strategy Implementation
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Entrepreneurial Function and Divisional Function
4.2 Organizational Structures for Strategy Implementation
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Strategic Business Unit4.2 Organizational Structures for Strategy Implementation
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Matrix4.2 Organizational Structures for Strategy Implementation
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Network4.2 Organizational Structures for Strategy Implementation
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4.2 Organizational Structures for Strategy Implementation
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4.2 Organizational Structures for Strategy Implementation
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BPR is about radical redesign and reorganization of anenterprise to lower the cost and improve quality andservices
IT was assumed to be the key enabler for that radicalchange
Focus on reinventing the way of company carries outrather on improving or modifying process
It was recommended for the corporations wheretechnology, people and organizational goals were nolonger valid
4.3 Changing Structures and Processes
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4.3 Changing Structures and Processes
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Six Sigma Objectives
Overall Business Improvement
Six Sigma methodology focuses on business improvement. Beyond reducing the number of defects present in any given number of products.
Remedy Defects/Variability
Any business seeking improved numbers must reduce the number of defective products or services it produces. Defective products can harm customer satisfaction levels.
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Reduce Costs
Reduced costs equal increased profits. Acompany implementing Six Sigma principleshas to look to reduce costs wherever itpossibly can--without reducing quality.
Improve Cycle Time
Any reduction in the amount of time ittakes to produce a product or perform aservice means money saved, both inmaintenance costs and personnel wages.Additionally, customer satisfactionimproves when both retailers and endusers receive products sooner thanexpected. The company that can get aproduct to its customer faster may win herbusiness.
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Increase Customer Satisfaction
Customer satisfaction depends upon successful resolution of all Six Sigma’s other objectives. But customer satisfaction is an objective all its own.
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Levels of Six Sigma
*Defe
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Define
Measure
Analyze
Improve
Control
4.3 Changing Structures and Processes
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DMAIC
Define Select a project
Measure Prepare for assimilating information
Analyze Characterise the current situation
Improve Optimize the process
Control Assure the improvements
Six-Sigma - A “Roadmap” for improvement
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DMAIC DMADV
• Define
• Measure
• Analyze
• Improve
• Control
• Define
• Measure
• Analyze
• Design
• Verify
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Improve the target process bydesigning creative solutions to fixand prevent problems
Create innovate solutions usingtechnology and discipline
Develop and deployimplementation plan
4.3 Changing Structures and Processes
DMAIC
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4.3 Changing Structures and Processes
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4.4 Corporate Culture
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Systematic and organized approach; allowsmanagement to focus on achievable goals and attainthe best possible results from available resources
Aims to increase organizational performance byaligning goals and subordinate objectives throughoutthe organization
Ideally, employees get strong input to identify theirobjectives, time lines for completion, etc
MBO includes ongoing tracking and feedback in theprocess to reach objectives
By Peter Drucker in 1954: “Management by Objectivesworks if you know the objectives, 90% of the time youdon't."
4.4 Corporate Culture
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4.4 Corporate Culture
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TQM is an integrated organizational approach in delighting customers (both external and internal) by
meeting their expectations on a continuous basis through everyone involved with the organizational working
on continuous improvement in all products/processes along with proper problem solving methodology
4.4 Corporate Culture
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1. Wrong postulation in planning,
2. Laxities on the part of management,
3. To develop right reward system,
4. Formulation of new strategy,
5. Modifying the present strategies,
6. Integration of individual tasks,
4.5 Strategy Evaluation
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4.5 Strategy Evaluation
BSC is a strategic planning andmanagement system used toalign business activities to thevision and strategy of theorganization by monitoringperformance against strategicgoals
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4.5 Strategy Evaluation
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5.1 Blue Ocean Strategy
5.2 Business Models
5.3 Sustainability &Strategic Management
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5.1 Blue Ocean Strategy
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5.1 Blue Ocean Strategy
A Line Graph of functions/ factorsagainst importance for anorganization and then overlayscompetitor's or industry benchmarks.This information helps to formulate acompetitive strategy
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5.1 Blue Ocean Strategy
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5.1 Blue Ocean Strategy
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1. Identify your specific audience
2. Establish business processes
3. Record key business resources
4. Develop a strong value proposition
5. Determine key business partners6. Create a demand generation strategy
7. Leave room for innovation
5.2 Business Models
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5.2 Business Models
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5.2 Business Models
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5.2 Business Models
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5.2 Business Models
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E-Business Models5.2 Business Models
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5.2 Business Models
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5.2 Business Models
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5.3 Sustainability and Strategic Management
Threats to Business Sustainability
• Too many metrics to measure sustainability; they’re
too confusing
• Government policies need to intent outcomes and
be more clearly connected to sustainability
• Consumers do not consistently factor sustainability
into their purchase decisions
• Companies do not know how best to motivate
employees to undertake sustainability initiatives
• Sustainability still does not fit neatly into the
business case
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5.3 Sustainability and Strategic Management
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5.3 Sustainability and Strategic Management
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