Terms : Hide Images
| 6481595411 | C1 - Why do you think so many innovation projects fail to generate an economic return? | Technical uncertainty, feasibility, viability; market uncertainty; too many products, lack of structured innovation. (See P.4) | 0 | |
| 6481434563 | CS1 - To what degree would you characterize Given's development of the camera pill as a science-push vs. demand-pull? | Demand pull from Dr. Scapa, but the independent Swain development was science push, finding a way to use existing spy tech. | 1 | |
| 6481436848 | CS1 - What were the advantages of Iddan and Meron collaborating with Dr. Swain's team? | Advantages were faster progress, understanding of medical issues. | 2 | |
| 6481441035 | CS1-What were the advantages and disadvantages of Given being owned by Medtronic? | Access to greater capital resources and larger/geographical diverse sales force, approval for more applications in more countries. (P. 18) | 3 | |
| 6472158492 | C1-Technological Innovation | the act of introducing a new device, method, or material for application to commercial or practical objectives. often the single most important competitive driver in many industries | 4 | |
| 6472158493 | C1-Innovation Funnel | The innovation process is thus often conceived as a funnel, with many potential new product ideas going in the wide end, but very few making it through the development process | 5 | |
| 6472158494 | C1-Negative externalities of Technological Innovation | pollution, resource depletion and other unintended consequeneces of technological change | 6 | |
| 6472158495 | C1-Driver of the increasing importance of innovation | driven largely by the globalization of markets and the advent of advanced technologies that enable more rapid product design and allow shorter production runs to be economically feasible. | 7 | |
| 6472158496 | C1-Who funds Innovation | While government plays a significant role in innovation, industry provides the majority of R&D Funds that are ultimately applied to technological innovation. | 8 | |
| 6505778609 | CS2 -Is Tesla Model S a radical innovation or an incremental innovation? | A: It is incremental innovation from the tzero, then the roadster, then the model S. | 9 | |
| 6505779576 | CS2 - Is Tesla Model S competence enhancing or destroying, and from whose perspective? | Competence destroying, from the perspective of the incumbent automotive companies. The Model S, the factory sales, and low maintenance put the incumbents to shame. Competence Enhancing for other electric vehicles. | 10 | |
| 6505781228 | CS2. Is Tesla Model S a component or an architectural innovation? | It is an architectural innovation, as the entire architecture changes from internal combustion engine and complex transmission to simple, low maintenance battery and motors, and had to add the charging infrastructure. | 11 | |
| 6505783811 | CS2 - What factors do you think influence the rate at which consumers have adopted or will adopt the Tesla Model S? | a. Range Anxiety - If you run out , you can't carry a gas can to it. Influenced by how quickly the charging infrastructure can be built, and increases in battery life. b. Neophobia - fear of new things. c. Price - Model S and X are high end, although the Model 3 comes out this year. | 12 | |
| 6505789231 | CS2 Where is Electric Vehicle Technology on the "S" curve? | Battery technology seems to be rapidly improving, so climbing up the steep part of the S. | 13 | |
| 6505785858 | CS2 - Do you think Tesla Motors will be profitable? Why or why not? | I believe Tesla will be profitable because they are making a highly desirable product which serves a need. The auto-driving aspect has the potential to further disrupt the industry and infrastructure, with implications like less people owning cars, no need for parking, etc. | 14 | |
| 6481605517 | C2 - Advantages and disadvantages of Firms as innovators | Greater resources than individuals and a management system to marshal the resources. (P. 19) | 15 | |
| 6481614314 | C2 - What traits appear to make individuals most creative? | Intellectual abilities, knowledge, thinking styles, personality traits, intrinsic motivation, environment (P. 20.) | 16 | |
| 6481622603 | C2 - What traits lead to successful inventions? | Most prolific inventors tend to be training in multiple fields, be highly curious, question previously made assumptions, and view all knowledge as unified. (P 37) | 17 | |
| 6481630500 | C2 - Provide an example of a firm that does a particularly good job at nurturing and leveraging the creativity of its individuals. | Google P 22 - 20% time, awards, Adsense idea contest, innovation reviews. | 18 | |
| 6481638058 | C2 - What are some reasons collaborative research is becoming more prevalent? | In high technology sectors, in is unlikely a single individual or organization will possess all the resources and capabilities necessary to develop and implement a significant innovation. (P. 32) -Geographical proximity leading to collaboration leading to regional technology clusters. (P. 37) | 19 | |
| 6472158497 | C2-idea | Something imagined or pictured in the mind | 20 | |
| 6472158498 | C2-Creativity | The ability to produce novel and useful work | 21 | |
| 6472158499 | C2-Sources of Innovation as a System | Firms, Individuals, Universities, private non profits , government funded research | 22 | |
| 6472158500 | C2-Applied research | Research targeted at increasing knowledge for a specific application or need | 23 | |
| 6472158501 | C2-Development | Activities that apply knowledge to produce useful devices, materials, or processes | 24 | |
| 6472158502 | C2-Complementors | Producers of complementary goods or services | 25 | |
| 6472158503 | C2-Absorptive Capacity | The ability of an organization to recognize, assimilate and utilize new knowledge | 26 | |
| 6472158504 | C2-Technology transfer of offices | Offices designed to facilitate the transfer of technology developed in a research environment where it can be commercially applied | 27 | |
| 6472158505 | C2-science parks | Regional districts, typically setup by government, to foster R&D colaboration between government, universities and private firms | 28 | |
| 6472158506 | C2-Incubators | Institutions designed to nurture the development of new businesses that might otherwise lack access to adequate funding or device | 29 | |
| 6472158507 | C2-Technology clusters | Regional clusters of firms that have a connection to a common technology, and may engage in buyer, supplier, and complementor, relationships, as well as research collaboration | 30 | |
| 6472158508 | C2-Complex Knowledge | Knowedge has many underlying components, or many interdependencies betwen those components or both | 31 | |
| 6472158509 | C2-Tacit knowledge | Knowledge that cannot be readily codified (documented in written form) | 32 | |
| 6472158510 | C2-Agglomeration economies | The benefits firm reap by locating in close georgraphical proximity to each other | 33 | |
| 6472158511 | C2-Knowledge brokers | Individuals or organizations that transfer information from one domain to another in which it can be usefully applied | 34 | |
| 6472158512 | C2-Technology spillovers | a positive externality from R&D resulting from the spread of knowledge across organizational or regional boundaries. | 35 | |
| 6472158513 | C3-technology trajectory | The path a technology takes through its lifetime. This path may refer to its rate of performance improvement, its rate of diffusion, or other change of interest. | 36 | |
| 6472158514 | C3-Product Innovation | outputs of an organization - its goods or services | 37 | |
| 6472158515 | C3-Process Innovation | innovations in the way an organization conducts its business, such as in the techniques of producing or marketing goods or services. | 38 | |
| 6472158516 | C3-Radical Innovation | An innovation that is very new and different from prior solutions. The radicalness might be conceived as the combination of newnes and the degress of differentness. | 39 | |
| 6472158517 | C3-Incremental Innovation | An innovation that makes a relatively minor change from (or adjustment to) existing practices. | 40 | |
| 6472158518 | C3-Competence Enhancing | An innovation that builds on existing knolwedge and skills. | 41 | |
| 6472158519 | C3-Competence Destroying | An innovation that renders obsolete existing kwowledge and skills. | 42 | |
| 6472158520 | C3-Component (or modular) Innovation | an innovation to one or more components that does not significantly affect the overall configuration of the system | 43 | |
| 6472158521 | C3-Architectural Innovation | An innovation that changes the overall design of a system or the way its components interact with each other. | 44 | |
| 6472158522 | C3-Discontinuous Technology | A technology that fulfills a similar market need by building on an entirely new knowledge base | 45 | |
| 6472158523 | C3-S-Curve Technology diffusion | The spread of a technology through a population. Plotting adopters against time. This yields an s-shape curve because adoption is initially slow when an unfamiliar technology is introduced to the market. it accelerates as the technology becomes better understood and utilzed by the mass market, and eventually the market is saturated so the rate of new adoption declines. | 46 | |
| 6472158524 | C3-S-Curve of Technology Performance | Technology performance plotted against the amount of effort and money invested in the technology, it typically shows slow initial improvement, then accelerated improvment, then diminishing improvement. | 47 | |
| 6472158525 | C3-Creative Destruction | The emergence of a new technological discontinuity can overturn the existing competitve structure of an industry, creating new leaders and new losers. | 48 | |
| 6472158526 | C3-Innovators | First individuals to adopt an innovation. Extremely adventurous in their purchasing behavior, they are comfortable with a high degree of complexity and uncertainty. | 49 | |
| 6472158527 | C3-Early Adopters | The second category of adopters. Well integrated onto their social system and have the greatest potential for opinion leadership. Are respected by their peers and know that to retain respect they must make sound innovation adoption decisions. | 50 | |
| 6472158528 | C3-Early Majority | 34% of individuals in a social system to adopt a new innovation. The early majority adopts innovations slightly before the average member of a social system. They are not typically opinion leaders, but they interact frequently with their peers | 51 | |
| 6472158529 | C3-Late Majority | next 34% of the individuals in a social system to adopt an innovation are the late majority approach with skeptical air and may not adopt the innovation until they feel pressure from their peers (like Czarina :-) | 52 | |
| 6472158530 | C3-Laggards | The last 16 percent of the individuals in a social system to adopt an innovation are termed laggards. They may based their decisions primarily upon past experience rather than influence from social network. They are highly skeptical of innovations and innovators, and they must feel certain that a new innovation will not fail before adopting it. | 53 | |
| 6472158531 | C3-Segment Zero | Technologies that initially served only low-end customers. | 54 | |
| 6472158532 | C3-Dominant Design | a product design that is adopted by the majority of producers, typically creating a stable architiecture on which the industry can focus its efforts | 55 | |
| 6472158533 | C3-Dominant Design specific phases | Innovations in products, materials, and manufacturing processess are all specific to the dominant design. | 56 | |
| 6472158534 | C3-Dominant Design fluid phases | The first phase. There is considerable uncertainty about both of technology and its market. Products might be crude, unreliable or expensive. Eventually, the dominant design emerges. | 57 | |
| 6472158535 | C3-TEchnology Cycle- Era of Ferment | technological discontinuity inaugurated a period of turbulenece and uncertainty (design competition , substitution) | 58 | |
| 6472158536 | C3-Technology Cycle -era of incremental change | Firms may attempt to achieve greater market focus on efficiency and market penetration. Firms may attempt segmentation by offering different models and price points. they may also attempt to lower production costs by simplifying the design or improving the production process. Many firms cease to invest in learning about alternative design architectures and instead invest in refining their competencies related to the dominant architecture. | 59 | |
| 6472158537 | C8-Reasons for going solo | 1. Availability of Capabilities 2. Protecting proprietory technologies 3. Controlling technology and use 4. Building and Renewing Capabilities | 60 | |
| 6472158538 | C8-Alliance | a general term that can refer to any type of relationship between firms. | 61 | |
| 6472158539 | C8-Advantages of Collaborating | 1. enable a firm to obtain necessary skills or resources more quickly than developing them in-house 2. Obtaining some of the necessary capabilities or resources from a partner rather than building them in-house can help a firm reduce its asset commitment and ehance its flexibility. 3. Collaboration with partners can be an important source of learniang for the firm 4. Share the cost and risks of the project 5. Creation of Shared standard. | 62 | |
| 6472158540 | C8-Types of collaborative arrangements | Strategic Alliances, Joint Ventures, Licensing, Outsourcing, Collective research organizations. | 63 | |
| 6472158541 | C8- Joint Venture | a partnership between two or more firms involving a significant equity stake by the partners and often resulting in the creation of a new entity | 64 | |
| 6472158542 | C8-Licensing | A contractual arrangement whereby one organization or individual (the licensee) obtains the rights to use the prorietary technology (or trademeark, or copyright,etc) of another organization or individual (licensor) | 65 | |
| 6472158543 | C8-Capability complementation | combining ('pooling") the capabilities and other resources of partner firms, but not necessarily transferring those resources between the partners | 66 | |
| 6472158544 | C8-Capability transfer | Exchange of capabilities across firms in such a manner that partners can internalize the capabilities and use them independently of the particular development project. | 67 | |
| 6472158545 | C8-Contract manufacturing | form of oursourcing- when a firm hires another firm (often a specialized manufacturer) to manufacture its products | 68 | |
| 6472158546 | C8-Alliance contracts | Legally binding contractual arrangements to ensure that partners a) are fully aware of their rights and obligations in the collaboration and (b) have legal remedies available if a partner should violate the agreement. | 69 | |
| 6472158547 | C8-Equity Ownership | when each partner contributes captital and owns a specified right to a percentage of the procees from the alliance. | 70 | |
| 6472158548 | C8-Relational governance | Self-enforcing norms based on goodwill, trust and reputation of the partners. These typically emerge over time through repeated experiences of working together. | 71 | |
| 6472158549 | C9-Appropriability | The degree to which a firm is able to capture the rents from its innovation | 72 | |
| 6472158550 | C9-Socially Complex Knowledge | Knowledge that arises from the interaction of multiple individuals | 73 | |
| 6472158551 | C9-Patents | A property right protecting a process, machine, manufactured item | 74 | |
| 6472158552 | C9-trademark | An indicator used to distinguish the source of a good | 75 | |
| 6472158553 | C9-copyright | a property right protecting works of authorship | 76 | |
| 6472158554 | C9-three tests to be patentable | 1. it must be useful 2. it must be novel 3. It must no be obvious | 77 | |
| 6472158555 | C9-Not patentable | Substituting one material for another (e.g. plastic for metal) Merely changing the size of an already existing device Making something more portable Substituing an element for an equivalent element altering an item's shape printed materials are not typically patentable | 78 | |
| 6472158556 | C9-Paris convention for the protection of Industrial property | also known as paris Convention priority -- is an international intellectual property treaty adhered to by 174 countries as of December 2011. | 79 | |
| 6472158557 | C9-Patent Cooperation Treaty | This treaty facilitates the application for a patent in multiple countries. | 80 | |
| 6472158558 | C9-Service Marks | same as a trademark, but distinguishes the service rather than a product | 81 | |
| 6472158559 | C9-Trade Secrets | Information that belongs to a business that is held private | 82 | |
| 6472158560 | C9-Open Source Software | code is made available freely to others for use, augmentation and resale | 83 | |
| 6472158561 | C9-Wholly proprietary systems | Goods based on technology that is owned and vigorously protected through patents, copyrights, secrecy, and other mechanisms. Wholly Proprietory technologies maybe legally produced and augmetned only by their developers | 84 | |
| 6472158562 | C9-Wholly open systems | Goods based on technology that is not protected and that is freely available for production or augmentation by other producers | 85 | |
| 6472158563 | C9-Original Equipment Manufacturers (OEM) | Firms that assemble goods using components made by other manufactureers, also called value added resellers (VARs) | 86 | |
| 6472158564 | C9-Architectural control | The ability of a firm (or group of firms) to determine the structure, operation, compatibility, and development of a technology. | 87 | |
| 6472158565 | C9-Advantages of protection | Architectural control, enabling it to direct the technology's development, determine its compatibility with other goods and prevent multiple incompatible versions of the technology from being produced by others | 88 | |
| 6472158566 | C9-Advantages of Diffusion (no protection) | encourage multiple firms to produce, distribute and promote the technology, possibly accelerating its development and diffusion. It is also useful when firm has inadequate resources to be the sole developer, producer, distributor and marketer of a good. | 89 | |
| 6472158567 | C12-Social Loafing | When an individual in a team does not exert the expected amount of effort and relies instead on the work of other team members. | 90 | |
| 6472158568 | C12-Cross Functional Teams | Teams whose members are drawn from multiple functional areas in the firm such as R&D, marketing, manufacturing, distribution, and so on. | 91 | |
| 6472158569 | C12-Homophily | The tendency for individuals to like other people whom they perceive as being similar to themselves. | 92 | |
| 6472158570 | C12-Virtual Teams | Teams in which members may be a great distance from each other, but are still able to collaborate intensively via advanced information technologies such as videoconferencing, groupware, and e-mail or internet chat programs. | 93 | |
| 6472158571 | C11-Development Cycle Time | The time elapsed from project initiation to product launch, usually measured in months or years. | 94 | |
| 6472158572 | C11-Partly Parallel Development Process | A development process in which some (or all) of the development activities at least partially overlap. | 95 | |
| 6472158573 | C11-Lead Users | Customers who face the same general needs of the marketplace but are likely to experience them months or years earlier than the rest of the market and stand to benefit disproportionately from solutions to those needs. | 96 | |
| 6472158574 | C11-Crowdsourcing | A distributed problem-solving model whereby a design problem or production task is presented to a group of people who voluntarily contribute their ideas and effort in exchange for compensation, intrinsic rewards, or a combination thereof. | 97 | |
| 6472158575 | C11- Go/Kill Decision Points | Gates established in development process where managers must evaluate whether or not to kill the project or allow it to proceed. | 98 | |
| 6472158576 | C11-Three-Dimensional Printing | A method whereby a design developed in a computer aided design program is printed in three dimensions by laying down thin strips of material until the model is complete. | 99 | |
| 6472158577 | C10-Disaggregated | When something is separated into its constituent parts. firms have been unbundled into networks of smaller, often more specialized autonomous divisions or independent firms. | 100 | |
| 6472158578 | C10- Structural Dimensions of the firm | Formalization, Standardization and Centralization | 101 | |
| 6472158579 | C10-Formalization | the degree to which the firm utilizes rules, procedures and written documentation to structure the behavior of individuals or groups within the organization. It tend to improve efficiency but can stifle experimentation and creativity. | 102 | |
| 6481426199 | CS1 -What factors do you think enabled Iddan, an engineer with no medical background to pioneer the development of wireless endoscopy? | Expertise in electro-optical missile eye as background. Travel and sabbatical led to discussions with Dr. Scapa. Discussion p. 22 and 23. | 103 | |
| 6472158580 | C10-Standardization | the degree to which activities are performed in a uniform manner | 104 | |
| 6472158581 | C10-Centralization | the degree to which decision making authority is kept at top levels of management. It can enable significant innovation to occur more rapidly | 105 | |
| 6472158582 | C10-Decentralization | The degree to which decision-making authority is pushed down to the lower levels of the firm. It fosters more innovation by enabling managers to respond quickly to local needs. | 106 | |
| 6472158583 | C10-Mechanistic Organizational Structure | an organization structure characterized by a high degree of formalization and standardization, causing operations to be almost automatic or mechanical. Good for efficiency. | 107 | |
| 6472158584 | C10-Organic Organizational Structure | An organization structure characterized by a low degree of formalization and standardization. Employees may not have well-defined job responsibilities and operations maybe characterized by a high degree of variation. Good for creativity and experimentation. | 108 | |
| 6472158585 | C10-Ambidextrous Organization | The ability of an organization to behave almost as two different kinds of companies at once. Different divisions of the firm may have different structures and control systems, enabling them to have different cultures and patterns of operations. it attempts to achieve both the efficiency advantages of large mechanistic firms and the creativity and entrepreneurial spirit of small organic firms. | 109 | |
| 6472158586 | C10-Skunk Works | a term that originated with a division of Lockheed martin that was formed in June of 1943 to quickly develop a jet fighter for the US Army. Refer more generally to new product development teams that operate nearly autonomously from the parent organization with considerable decentralization of authority and little bureaucracy | 110 | |
| 6472158587 | C10-Modular Products | refers to the degree to which a system's components maybe separated and recombined. ex. IKEA's shelving systems | 111 | |
| 6472158588 | C10-Loosely Coupled Organizational Structures | In this structure, development and production activities are not tightly integrated but rather achieve coordination through their adherence to shared objectives and common standards. | 112 | |
| 6472158589 | C10-Center for global Strategy | when all innovation activities are conducted at a central hub and innovations are then diffused throughout the company | 113 | |
| 6472158590 | C10-local-for-local strategy | When each division or subsidiary of the firm conducts its own R&D activities, tailored for the needs of the local market. | 114 | |
| 6472158591 | C10-Locally leveraged Strategy | when each division or subsidiary of the firm conducts its own R&D activities, but the firm attempts to leverage resulting innovations throughout the company. | 115 | |
| 6472158592 | C10-globally linked strategy | Innovation activities are decentralized but also centrally coordinated for the global needs of the corporation | 116 | |
| 6472158593 | C4-Dominant Design | A single product or process architecture that dominates a product category (MAJORITY) using 50 percent or more of the market. | 117 | |
| 6472158594 | C4-De Facto | while it may be not be officially enforced or acknowledge, it has become a standard for the industry | 118 | |
| 6472158595 | C4-Learning Effects | The more a technology is used, the more it is developed and the more effective and efficient it becomes. As technology is adopted, it generates sales revenues that can be reinvested in further developing and refining the technology | 119 | |
| 6472158596 | C4-Learning Curve Effects | One example of learning effects is manifest in the impact of cumulative production on cost and productivity. As individuals and producers repeat process, they learn to make it more efficient, often producing the new technological solutions that may enable them to reduce input costs or waste rates | 120 | |
| 6472158597 | C4-Absorptive capacity | The ability of an organization ot recgonize, assimilate and utilitize new knowledge | 121 | |
| 6472158598 | C4-Network Externalities Effects | Also termed as positive consumption externalities, this is when the value of a good to a user increases with the number of other users of the same or similar good. ex. need for compatibility, availability of complementary goods | 122 | |
| 6472158599 | C4-Installed base | The number of users of a particular good. | 123 | |
| 6472158600 | C4-Complementary Goods | additional goods are services that enable or enhance the value of another good. | 124 | |
| 6472158601 | C4-path dependency | when end results depend greatly on the events that took place leading up to the outcome. | 125 | |
| 6472158602 | C4-Increasing returns | when the rate of return (not just gross returns) from product or process increases with the size of its installed base. can lead to winner-take-all markets where one or few companies capture nearly all the market share. | 126 | |
| 6512153965 | CS5 why did the first social networking site fail?is there anything they could have done to survive? | Very first site there was nothing to do on it beyond connect, later the next company did not have sufficient servers causing severe page load delays. thousands of customer complaints. Network map of acquaintances increased computer time required to access Pages. Run by corporate managers in house versus marketplace and user driven. | 127 | |
| 6512153966 | CS5-what factors made MySpace more successful than Freindster and 6°.com? What factors enabled Facebook to overtake MySpace? | MySpace made user profiles very customizable, spaces for blogs place to display photos and the ability to play music. Facebook avoided advertising sales in early years had repetition for better security and a platform allowed outside developers to create great features. | 128 | |
| 6512153967 | CS5-are there significant switching costs that lock users into a particular social networking site? | Not significant. minor ones include time to learn a new platform, and friends who are on that site. Linked-in may have higher switching costs since it contains professional networks and content. | 129 | |
| 6512153968 | CS5 What will determine if Google plus can overtake Facebook? | Google will have to offer significant benefits to overcome the network effects of the user base for Facebook. | 130 | |
| 6472158603 | C5-First Movers | The first entrants to sell in a new product or service category (or pioneers) | 131 | |
| 6472158604 | C5-Early Followers | Entrants that are early to market but not first (or early leaders) | 132 | |
| 6472158605 | C5-Late Entrants | Do not enter until the market until the time the product begins to penetrate the mass market or later | 133 | |
| 6472158606 | C5-First Mover Advantages | Brand Loyalty and Technological Leadership, Monopoly rents, Premption of Scare Assets, Exploiting buyer switching cost, reaping increasing returns advantages | 134 | |
| 6472158607 | C5-First mover disadvantages | Incumbent inertia, research and development expenses, undeveloped supply and distribution channels, Immature enabling technologies and complements, uncertainty of customer requirements | 135 | |
| 6472158608 | C5-Monopoly of rents | The additional rents (either higher revenues or lower costs) a firm can make from being a monopolist, such as the ability to set high prices, or the ability to lower costs through greater bargaining power over suppliers. | 136 | |
| 6472158609 | C5-Incumbent Inertia | The tendency for incumbents to be slow to respond to changes in the industry environment due to their large size, established routines or prior commitments to existing suppliers and customers | 137 | |
| 6472158610 | C5-enabling technologies | Component technologies that are necessary for the performance or desirability of given innovation | 138 | |
| 6472158611 | C5-Factors Influencing Optimal timing of Entry | (1) How certain are customer preferences? (2) how much improvement does the innovation provide over previous solutions? (3) Does the innovation require enabling technologies, and are these technologies sufficiently mature? (4) Do Complementary goods influence the value of the innovation, and are they sufficiently available? (5) How high is the threat of competitive entry? (6) is the industry likely to experience increasing returns to adoption? (7) Can the firm withstand early losses (8) Does the firm have resources to accelerate market acceptance? (9) Is the firm's reputation likely to reduce the uncertainty of customers, suppliers, and distributors | 139 | |
| 6472158612 | C6-Porter's Five-Force Model | attractiveness of an industry and a firm's opportunities and threats are identified by analyzing five forces. (1) the degree of existing rivalry (2) Threat of potential entrants (3) Bargaining power of suppliers (4) Bargaining power of buyers (5) Threat of Substitutes | 140 | |
| 6472158613 | C6-Oligopolistic Industries | Highly consolidated industries with a few large competitors | 141 | |
| 6472158614 | C6-Exit barriers | Cost or other commitments that make it difficult for firms to abandon an industry (large fixed-asset investments, emotional commitment to the industry, etc) | 142 | |
| 6472158615 | C6-Entry Barriers | Conditions that make it difficult or expensive for new firms to enter an industry (government, large start-up costs, etc.) | 143 | |
| 6472158616 | C6-Switching costs | factors that make it difficult or expensive to change suppliers or buyers, such as investments in specialized assets to work with a particular supplier or buyer | 144 | |
| 6472158617 | C6-Vertical Integration | Getting into the business of one's suppliers (backward vertical integration) or one's buyers (forward vertical integration). For example, a firm that begins producing its own supplies has practiced backward vertical integration, and a firm that buy its distributor has practiced forward vertical integration. | 145 | |
| 6472158618 | C6-Stakeholder | Any entity that has an interest ("stake") in the organization | 146 | |
| 6472158619 | C6-tacit resources | Resources of an intangible nature (such as knowledge) that cannot be readily codified | 147 | |
| 6472158620 | C6-Socially complex resources | Resources or activities that emerge throught the interaction of mulitple individuals | 148 | |
| 6472158621 | C6-Causally ambiguous | it is unclear how the resource gives rise to value. The relationship between a resource and the outcome it produces is poorly understood. | 149 | |
| 6472158622 | C6-Core competency or core capabilities | a set of integrated and harmonized abilities that distinguis the firm in the market place | 150 | |
| 6472158623 | C6-Dynamic Capabilities | A set of abilities that make a firm more agile and responsive to change. | 151 | |
| 6472158624 | C6-Strategic intent | long-term goal that is ambitious, builds upon and stretches the firm's existing core competencies, and draws from all levels of the organization. | 152 | |
| 6472158625 | C6-Two model of external analysis | Porter's five force model and stakeholder analysis | 153 | |
| 6472158626 | C6-Stakeholder analysis | involves identifying any entity with an interest in the firm, what it wants from the company, and what claims it can make on the company | 154 | |
| 6472158627 | C6-Balanced Scorecard | is a measurement system that encourages the firm to consider its goals from multiple perspectives (financial, customer, business process and innovation and learning), and establish measures that correspond to each of those perspective | 155 |
