Buisness Flashcards
Types of static price determination
- competitor oriantation
- cost oriantation
- demand oriantation
what is Coruption
monopoly + discression - accountability
Chain of communication
- attention
- intrest
- desire
- action
Communication Goals
- familliarity
- acceptance
- profibility
-purchase
Strategic stakeholder concept:
Start-up has limited/scarce resources. It must there-
fore focus on the “powerful” stakeholders who are important for the existence of
the start-up or on whom it is heavily dependent.
Normative-ethical stakeholder concept
This approach is based on the obligation
to adopt an integrated perspective of responsibility and is oriented towards how a
stakeholder group is affected.
Layer Player Model
A company is a specialist in the delivery of a value-adding stage for different added-value chains
sequence to each decision-making phase
Ensure decision-making capacity, identify decision necessity, make decision, implement decision
delegative leadership style
The leader presents the problem and defines the limits as well as the
scope for decision-making; the group then decides.
buisness model
- value proposition
- value creation
- value communication
- value capture
- value dissemination
- value development
Problem solving process
- analysis of situation
- goals/ figuring out solution
- measures
- resources
- execution
- result evaluation
3 horizons of meaning
- normative : legitamecy/ viability
- Strategic : Competivness/ potential for success/ effectivness
- operative: Economic viability / added value / success
Process of recruitment
- Longlist of possible candidates
- in deph checking regarding requirments
- shortlist of possible candidates
- assesment center
- interview
- signing of contract
- onboarding
Onu actu
Congruence of consumption and production of services
What are “SDGs”?
UN Sustainable Development Goals
How can economic value be defined?
The expected benefit stream of an object.
Nickerson and Argyres’ statements about Type III problems
Careful problem formulation is required to avoid Type III problems.
c) Type III problems involve situations where solutions are developed for
the wrong problem.
d) Type III problems refer to the situation where the actual problem has not
been identified at all.
controlling concept with reference to all meaningful horizons
Normative: Legitimacy, viability, social prestige, norms and values etc.
KPI: Public acceptance, image of the company, Customer satisfaction etc.
Strategic: Effectiveness, securing dominant position, developing competitive advantage, etc.
KPI: Market share etc.
Operational: Efficiency, liquidity, profitability etc.
KPI: Contribution margin, sales figures from the retail, etc.
When is the network planning technique usually applied?
When individual processes and process steps have to be coordinated in terms
of time
neoclassical theory
the optimal size of a firm depends on
the cost-minimizing configuration of labor and capital for a given technology
behavioral theory
the survival of an organization depends
on whether it succeeds in creating cohesion among its stakeholders.
Transaction cost theory
size depends on minimal transaction costs
resource based thory
existance of company depends on the resources avilable
custumer value based theory
existance is dependent on successful satisfaction of needs
Primary market research:
generating new data (e.g. on trends, needs, market volume)
=> can be tailored to specific needs; probably more expensive
Secondary market research
analyzing pre-existing data
=> can be done quickly and inexpensive;
however, probably not as specific as tailored data collection
Divisional structure
+ simpler structures, economies of scale, more focused (innovation), easier to sell frac-
tions (company within company), etc.
- further from regional markets, risk of divisional silos, double work, higher resource
intensity, etc.
Matrix structure:
+ close to the regional markets, more customer centric, etc.
- resource intensive, complex structure with two superiors (on X- and Y-axis), etc.
Scenario planning method
: developing different scenarios and development paths to address complex decisions; ongoing reviewing and possibly dynamic adjusting of the
plan/targets/variants, etc
Heuristics
adopting simplified rules to approach the complex decision or a decision under
bounded rationality and make the project manageable despite its many uncertainties; e.g.
trial and error, avoid worst case, etc.
Business processes…
1) are company activities relating to customers and performance
2) are actually the core purpose of an enterprise (provision of performance for third parties in return for remuneration)
3) comprise the primary activity of the enterprise (see value chain by Porter,
1996)
4) start at the preliminary work markets and end at the sales markets
5) generate value for customers and add value for the company
6) aim to add value for distribution to the stakeholders
7) need to meet the conditions of corporate social responsibility and sustainability
5 phase product life cycle
introduction
growth
maturity
saturation
decline
process
sequence of activities
Primary value creation:
*Is the purpose of the firm which is create customer value.
* Organization fulfills a “core function” that results from their basic purpose
Additional value creation
- Is created beyond primary value creation
- Organizations impact society (pay taxes, create/destroy jobs), contribute to location attractiveness, have (positive/negative) ecological impacts
Porter’s five forces framework for competitive analysis
*Bargaining power of suppliers
* Bargaining power of buyers
* Threat from new providers
* Threat from substitute products
* Intensity of rivalry in the market
Criteria for choice of mkt
Market size
nurturing costs
strategic significance of market
Determinants for marketing tools
Type of customer
Phase of customer process
type of customer decision
industry environment
participatory leadership style
The supervisor presents the problem to the group and then decides based on
the group’s inputs and suggestions.
buisness processes
- company activities relating to custumers and performance
- core purpose of entreprise
- primary activity of entreprise
- generate value for customers and add value for company
- meet the conditions of the corporate social responsibility and sustainability
- start at prelimenary work markets and end at sales markets
quality
expectation + performance
relative perceived benefit
percieved costs + costs of alrenatives
Layer player model
Always tries to get economies of scale
Integrated model
- Tries to do everything in buisness value chain
- aply economies of scope
Market Segmentation
- subdivision of homogenous groups of potential buyers that differ in one another in terms of their needs, their buying and consumption behaviours, and/or their different reactions to the use of marketing tools
segmentation criteria
- socio demo graphic
- phycological
- needs/ motivation
- demongraphic
required criteria for market segmentation features
- relevance to buying behavior
- measurability
- accessibility
- stability over time
- economic viability
Neoclassical pricing theory
-People behave in purely utility-optimizing way
- price is never too low
Behavioral pricing theory
humans do not always behave like “homo economicus”
Inside-out
Core competencies or resource-based view via configuration of re-
sources
Outside-in:
Protectable competitive advantage or market-based view via position-
ing on the market (e.g. innovative brand, high-quality accommodation in a variety
of locations)
Advantages of divisional stucture
- simpler structures
- economies of a scale
- more focused
- easier to sell fractions
disadvantages of divisional structure
- further from regional markets
- risk of divisional silos
- double work
- higher work intensity
Important tools and methods for compliance managment system
- plan/do/check/ act method
- process management method
- risk management method
- delegation method
First line of defense
- operational management
second line of defense
-monitors and supports operational management:
- internal control system with risk management reporting to executive management and BoD
- Compliance department
integrated value chain
R&D (upstream stage in the value chain): e.g. idea collection and development of new product
variations.
Input logistics: Procurement and transport of input factors (malt, cocoa, sugar, packaging ma-
terials, etc.), warehousing.
Production: Processing of input factors into the product Heliomalt.
Output logistics: Delivery/transport of the product to various outlets such as supermarkets,
drugstores and restaurants.
Sale: Sale of the product through various outlets such as supermarkets, drugstores and restau-
rants. Direct sale through online store.
Customer service (downstream stage in the value chain): All activities offered by a company to
promote the use and maintain the value of the products sold.
Types of organizational stuctures
Line-staff Organization
Matrix organization
Process organization
Network organization
Qualitative research
Method: trendscouting, observation, semiotics, delphi method, in‐depth interview, etc
Quantitative primary research
Method: survey, big data analysis, conjoint analysis, etc
Quantitative secondary research
Method: data analysis of already existing data (e.g. statistics), etc
