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The springboard theory or springboard perspective is an international business theory that elucidates the unique motives, processes and behaviors of international expansion of emerging market multinational enterprises (EM MNEs). Springboard theory was developed by Luo and Tung (2007), [1] and has since been used to examine EM MNEs.
The 3Cs model points out that a business strategist should focus on three key factors for success. In the construction of a business strategy, three main elements must be taken into account: The Company; The Customers; The Competitors; Only by integrating these three can a sustained competitive advantage exist.
In the field of strategic management, C. K. Prahalad and Richard A. Bettis described the concept of dominant logic in 1986. Prahalad and Bettis suggested that the way top managers deal with the increasing diversity of strategic decisions in a company, which are caused by acquisitions or structural changes in the core business, depends on the cognitive orientation of those top managers.
This is the least effective of the four strategies. It is without direction or focus. Miles, Snow et al. (1978) have identified three reasons why organizations become reactors: Top management may not have clearly articulated the organization's strategy. Management does not fully shape the organization's structure and processes to fit a chosen ...
Business strategy involves answering the question: "How shall we compete in this business?" [ 11 ] [ 12 ] Alternatively, corporate strategy may be thought of as the strategic management of a corporation (a particular legal structure of a business), and business strategy as the strategic management of a business .
Complex business capability models often include an organizational mission, strategy and vision, document its long-term goals, objectives and constraints and even show the most important elements of its external business environment that should be taken into account during strategic planning, e.g. key competitors, strategic partners, major ...
Companies can seek to cannibalise their own market shares through market cannibalism (or corporate cannibalism in this particular case), for two predominant reasons: gaining an overall greater market share within a same category of products at the expense of losing a single well established product's market share, or simply because they believe the second product will sell better than the first.
It can be used to analyze the alignment of enterprise strategy with the organization's capabilities and investments, identify redundant or overlapping business capabilities, analyze sourcing options for the different components (buy or build), prioritizing transformation options and can be used to create a unified roadmap after mergers or ...