Performance gains from internationalization come at the early stages of
internationalization.
Domestic strategy reflects the choices a firm’s executives make with respect to sourcing
and selling its
goods in foreign markets.
Developing value-chain activities and configuring them so they are integrally related
and not easily imitated is the key to the value-chain approach to competitive advantage.
Stronghold assault is a motivation for domestic investment.
Corporate new ventures are more likely to be successful when they test business models
directly with potential users.
CEO-board interactions are maximized when the selection of outside board members
matches the competitive environment facing the firm.
The most successful firms often adjust strategies and execution according to feedback
from the implementation process.
A new stock exchange designed to be a separate market for small and midsize
companies that follows strict governance prescriptions was launched in Italy.
Phase 3 of competitive interaction is characterized by customer reactions.
The strategy map states objectives in order to guide key activities.
An effective alliance does not need to be consistent with the economic logic of the
strategy.
Alliance networks frequently take on the characteristics of the partner organizations.
“Weedman’s Corollary” says that the second deal takes half the time of the first deal, the
third deal takes one-third the time, and so on.
Improperly executed succession planning can undermine investor confidence and
depress company stock prices.
Porter’s strategy model is based on the potential source of strategic advantage and the
breadth of the target market.
Division managers who are paid solely on the basis of business-unit performance may
be less likely to share resources with other divisions.
Technological disruptions cause leading firms to fall by the wayside.
Exit options give firms the option to walk away from a project in response to new
information.
Initial public offerings are the actual first sale of a company’s stock to the public
market.
Effective boards have well-prepared CEO succession plans in place.