Internal Scanning Flashcards
A name that identifies a particular company’s product in the mind of the consumer.
Brand
The mix of activities a company performs to earn a profit.
Business model
A corporation’s ability to exploit its resources.
Capability
The process of analyzing and ranking possible investments in terms of the additional outlays and additional receipts that will result from each investment.
Capital budgeting
The part of the industry value chain that is most important to the company and the point where the company’s greatest expertise and capabilities lay.
Center of gravity
A cross-functional integration and coordination of capabilities.
Competency
A collection of beliefs, expectations, and values learned and shared by a corporation’s members and transmitted from one generation of employees to another.
Corporate culture
A widely held perception of a company by the general public.
Corporate reputation
A process in which specialists from various functional areas work side by side rather than sequentially in an effort to design new products.
Concurrent engineering
An assemblage of legally independent firms (subsidiaries) operating under one corporate umbrella but controlled through the subsidiaries’ boards of directors.
Conglomerate structure
Production organized in lines on which products can be continuously assembled or processed.
Continuous systems
A representation that indicates how durable and imitable an organization’s resources and capabilities are.
Continuum of sustainability
A work team composed of people from multiple functions.
Cross-functional work teams
The extent to which units throughout an organization share a common culture.
Cultural integration
The degree to which members of an organizational unit accept the norms, values, or other culture content associated with the unit.
Cultural intensity
A firm’s competencies that are superior to those of competitors.
Distinctive competencies
A collection of corporate capabilities that cross divisional borders and are widespread within a corporation, and is something that a corporation can do exceedingly well.
Core competency
An organizational structure in which employees tend to be functional specialists organized according to product/market distinctions.
Divisional structure
The rate at which a firm’s underlying resources and capabilities depreciate or become obsolete.
Durability
Capabilities that are continually being changed and reconfigured to make them more adaptive to an uncertain environment.
Dynamic capabilities
A process in which unit costs are reduced by making large numbers of the same product.
Economies of scale
A process in which unit costs are reduced when the value chains of two separate products or services share activities, such as the same marketing channels or manufacturing facilities.
Economies of scope
A conceptual framework that states that unit production costs decline by some fixed percentage each time the total accumulated volume of production in units doubles.
Experience curve
Knowledge that can be easily articulated and communicated.
Explicit knowledge
An information network within an organization that is available to key suppliers and customers.
Extranet
The ratio of total debt to total assets.
Financial leverage
A type of manufacturing that permits the low-volume output of custom-tailored products at relatively low unit costs through economies of scope.
Flexible manufacturing
An organizational structure in which employees tend to be specialists in the business functions important to that industry, such as manufacturing, sales, or finance.
Functional structure
A mix of people from different races, cultures, and backgrounds in the workplace.
Human diversity
A table that organizes internal factors into strengths and weaknesses and how well management is responding to these specific factors.
IFAS (Internal Factor Analysis Summary) table
The rate at which a firm’s underlying resources and capabilities can be duplicated by others.
Imitability
A method of manufacturing in which an item is normally processed sequentially, but the work and the sequence of the processes vary.
Intermittent system
An information network within an organization that also has access to the Internet.
Intranet
Refers to the selection of specific areas for marketing concentration and can be expressed in terms of market, product, and geographical locations.
Market position
The division of a market into segments to identify available niches.
Market segmentation
The particular combination of key variables (product, place, promotion, and price) that can be used to affect demand and to gain competitive advantage.
Marketing mix
The low-cost production of individually customized goods and services.
Mass customization
A company that has significant assets and activities in multiple countries.
Multinational corporation (MNC)
A manufacturing firm’s corporate value chain, including inbound logistics, operations process, outbound logistics, marketing and sales, and service.
Primary activity
A graph showing time plotted against sales of a product as it moves from introduction through growth and maturity to decline.
Product life cycle
Research and development concerned with product or product-packaging improvements.
Product R&D
The ability of competitors to duplicate resources and imitate another firm’s success.
Replicability
A company’s physical, human, and organizational assets that serve as the building blocks of a corporation.
Resources
A structure for new entrepreneurial firms in which the employees tend to be generalists and jacks-of-all-trades.
Simple structure
A division or group of divisions composed of independent product-market segments that are given primary authority for the management of their own functions.
Strategic business unit (SBU)
A comprehensive plan that states how a corporation will achieve its mission and objectives.
Strategy
The formation of networks for sourcing raw materials, manufacturing products or creating services, storing and distributing goods, and delivering goods or services to customers and consumers.
Supply-chain management
Knowledge that is not easily communicated because it is deeply rooted in employee experience or in a corporation’s culture.
Tacit knowledge
A corporation’s proficiency in managing research personnel and integrating their innovations into its dayto-day operations.
Technological competence
The displacement of one technology by another.
Technological discontinuity
The process of taking a new technology from the laboratory to the marketplace.
Technology transfer
The ability of competitors to gather the resources and capabilities necessary to support a competitive challenge.
Transferability
The speed with which other firms can understand the relationship of resources and capabilities supporting a successful firm’s strategy.
Transparent
A linked set of value-creating activities that begins with basic raw materials coming from suppliers and ends with distributors getting the final goods into the hands of the ultimate consumer.
Value chain
A group of geographically and/or organizationally dispersed coworkers that are assembled using a combination of telecommunications and information technologies to accomplish an organizational task.
Virtual team
Barney’s proposed analysis to evaluate a firm’s key resources in terms of value, rareness, imitability, and organization.
VRIO framework
A term used to describe the evolution of the Internet into wikis, blogs, RSS, social networks, podcasts, and mash-ups.
Web 2.0
is a principal means of gaining market share in global competition.
R&D intensity
(internal scanning) is concerned with identifying and developing an organization’s resources and competencies.
organizational analysis
the impact of a specific change in sales volume on net operating income.
operating leverage
