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Muhammad Muavia Khan
Muhammad Muavia Khan

Muhammad Muavia Khan - international strategy IBM

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International Strategy
Strategy and Firm ,[object Object],[object Object],[object Object]
Questions/Tasks ,[object Object],[object Object]
Strategic Vision ,[object Object]
Strategic Mission ,[object Object],[object Object]
Mission vs. Vision ,[object Object],[object Object]
 
CORE VALUES ,[object Object],[object Object],[object Object],[object Object]
CORE Purpose ,[object Object]
VISIONARY GOALS ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Management Process Strategic Quote: “ Cheshire Puss, Alice began...Would you tell me, please, which way I ought to go from here?” “ That depends a good deal on where you want to get to,” said the Cat. “ I don’t much care where –” said Alice. “ Then it doesn’t matter which way you go,” said the Cat. - Lewis Carroll, Alice in the Wonderland
What is strategic management? ,[object Object],[object Object],[object Object]
Compulsions for Strategy ,[object Object],[object Object]
Poor Actions Poor actions  Poor results Poor results ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Five Tasks of Strategic Management ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Management Tasks consider: ,[object Object],[object Object],[object Object],[object Object]
Business Policy Vs. Strategic Management ,[object Object],[object Object]
Type of Business Level Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object]
Value creation ,[object Object],[object Object]
Primary activities associated with CLS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Support activities associate with CLS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
International Strategy ,[object Object]
Rationale for international diversification ,[object Object],[object Object],[object Object],[object Object],[object Object]
Rationale for international diversification ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Four benefits firms derive from IS ,[object Object],[object Object],[object Object],[object Object]
Market Size ,[object Object],[object Object],[object Object],[object Object]
Return on Investment ,[object Object],[object Object],[object Object],[object Object],[object Object]
Economies of Scale and learning ,[object Object],[object Object],[object Object],[object Object]
Location Advantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
International Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object]
PORTERS Determinants of National Advantage ,[object Object],[object Object],[object Object],[object Object]
International corporate level strategy ,[object Object],[object Object],[object Object]
Multi-domestic strategy ,[object Object]
Global Strategy ,[object Object]
Transnational Strategy ,[object Object]
Environmental Trends ,[object Object],[object Object]
Choice of International Entry Mode ,[object Object],[object Object],[object Object],[object Object],[object Object]
Exporting ,[object Object],[object Object],[object Object],[object Object]
Licensing ,[object Object],[object Object],[object Object],[object Object]
Strategic Alliances ,[object Object],[object Object],[object Object]
Acquisitions ,[object Object],[object Object],[object Object]
New wholly owned subsidiary ,[object Object],[object Object],[object Object],[object Object]
Strategic competitiveness outcomes ,[object Object]
International diversification and returns ,[object Object]
Political risk ,[object Object]
Economic risk ,[object Object],[object Object],[object Object]
a Japanese proverb… - Vision without action is a daydream. Action without vision is a nightmare.

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international strategy IBM

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  • 11. Strategic Management Process Strategic Quote: “ Cheshire Puss, Alice began...Would you tell me, please, which way I ought to go from here?” “ That depends a good deal on where you want to get to,” said the Cat. “ I don’t much care where –” said Alice. “ Then it doesn’t matter which way you go,” said the Cat. - Lewis Carroll, Alice in the Wonderland
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  • 47. a Japanese proverb… - Vision without action is a daydream. Action without vision is a nightmare.