A growing trend is for franchisers to buy out their part of the business from their
franchisees.
Application of the strategic-management process is typically more formal in larger and
well-established organizations.
Major competitors’ strengths may represent key threats.
Future shock occurs when the nature, type, and speed of changes overpower an
individual’s or organization’s ability and capacity to adapt.
Strategy evaluation should have a long-run focus and avoid a short-run focus.
A vision statement answers the question, “What is our business?” whereas a mission
statement answers, “What do we want to become?”
The subtle, elusive and largely unconscious forces that shape the workplace are
captured by the organizational culture.
In China, one should eat heartily to demonstrate enjoyment of the food.
When a company has been successful the question “What is our business?” becomes
unnecessary.
Strategists should strive to preserve, emphasize, and build upon aspects of an existing
culture that are antagonistic to a proposed strategy.