Term
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Definition
| - strategy to grow through the purchase of an existing organization, unit of an organization, or a product/service |
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Term
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Definition
more specific then directional strategies and provide the primary methods for achieving the vision (adapting to the environment)
- these stratagies determine the scope of the organization and specify how the organization will expand scope, reduce scope or maintain scope |
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Term
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Definition
| formulation of a formal partnership |
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Term
| analyzer strategic posture |
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Definition
| balance market defense in some markets whith selectively entering a limited number of markets or products |
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Term
| backward vertical integration |
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Definition
- when an organization grows along the channel of distribution toward its suppliers (upstream)
adding new members along the distribution channel (toward a later stage) for present products and services or controlling the flow of patients from one institution to another |
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Term
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Definition
| used in large complex organizations because no single strategy along my be sufficient |
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Term
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Definition
determine the means for carrying out the market entry strategies
determine the organization's posture and identify the basis for competing in the market
two types of strategies:
(1) determines an organization's strategic posture
(2) positions the organization vis a vis other organizations in the market
- theses strategies are market oriented and best articulate competitive advantage |
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Term
| concentric diversification |
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Definition
also known as related diversification
- develops a circle of related businesses
- because the organization chooses to develop a "ccircle" of related products |
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Term
| conglomerate diversification |
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Definition
| - aka unrelated diversification generally involves semi-autonomous divisions or strategic service units |
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Term
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Definition
| most used in the 1990s-2000s include mergers, alliances and joint ventures |
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Definition
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Term
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Definition
| low-cost/price strategy directed toward entire market |
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Term
| defender strategic posture |
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Definition
| focus on a narrow market with limited number of products or services and aggressively defend this segment through pricing or differentiation |
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Term
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Definition
| takes the form of internal development, internal venture, or reconfiguring the value chain |
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Term
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Definition
| development of unique product/service features directed toward entire market |
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Term
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Definition
selling an operating unit or division to another organization
- typically the unit will continue in operation |
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Term
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Definition
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Term
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Definition
the organization must first establish or reaffirm and reach consensus on its mission, vision, values, and strategic goals- the ends
- then the adaptive strategies must be identified and are the means to accomplishing the directional strategies |
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Term
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Definition
| seeking to improve operations within present product or service categories through quality programs, increasing flexibility, increasing efficience, speed of delivery and so on |
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Term
| expansion of scope of strategy |
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Definition
| in the case that expansion is deemed the best way to perform the mission then one of the following strategies is selected: diversification, vertical integration, market development, product development, and penetration |
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Term
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Definition
| involves providing comprehensive services across multiple markets for one specific disease |
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Term
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Definition
| a market segment strategy that is directed toward the particular need of a defined market segment |
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Term
| forward vertical integration |
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Definition
| adding new members along the distribution channel (toward an earlier stage) for present products and services or controlling the flow of patients from one institution to another |
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Term
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Definition
an organization may serve a particular segment of the market using focus strategies
- used to position in marketplace |
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Term
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Definition
products or services typically in late stages of the product life cycle (late maturity and decline) where industry-wide revenues are expected to decline
- these products or services will ultimately be discontinued but may generate revenue for some time
- few resources are allocated to these areas |
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