As production experience is gained, incremental production costs increase at a constant
rate.
A “dog” is a business that has a very strong competitive position, but is in a
slow-growth industry.
The definition of public firm versus private firm is consistent across all parts of the
world.
Social ties between CEOs and board members increase board involvement.
A firm with innovative capabilities will generally favor the use of low-cost leader
strategy.
When a functional structure is used in a dynamic market, the organization may be slow
in responding to changing customer demands.
A balanced scorecard is a system for translating vision and strategy into tangible
performance measurements.
The dynamic perspective is useful as a tool for examining industries in which firms
tend to encounter the same competitors in multiple markets.
Organizational charts are static representations of their structure.
Table stakes are resources that are rare and valuable.
According to level 2 in the Level 5 Hierarchy, senior managers need to show the ability
to manage other people.
Exporting is a popular internationalization vehicle with small firms.
It is not always necessary to determine whether a firm’s strategy aligns with the key
success factors favored by the competitive environment.
Vision is a simple statement or understanding of what the firm will be in the future.
Depths of profit pools are stable within a given value-chain segment.
Typically, stakeholder evaluation of both quantitative and qualitative performance
outcomes determines whether strategic leadership is effective.
High-end disruptions rarely offer features that satisfy the best customers in the industry.
When a market is dominated by only two or a few large firms, the industry is said to be
a duopoly or oligopoly.
One implication of industry analysis is that firms perform best when they select a
strategy that deviates from the industry environment.
PESTEL and scenario-analysis tools can be useful quantitative indicators of
organizational decline.