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In the project management is the influence curve relevant?
Yes, the influence curve is relevant in project management as it illustrates how stakeholders' influence and interest can change over the project lifecycle. Understanding this curve helps project managers identify key stakeholders, anticipate their needs, and manage their engagement effectively. By aligning stakeholder involvement with project phases, managers can mitigate risks and enhance support, leading to better project outcomes. Ultimately, it facilitates proactive communication and relationship management throughout the project.
How good is SAP document management system?
SAP Document Management System (DMS) is highly regarded for its robust capabilities in managing and storing documents within an enterprise environment. It integrates seamlessly with other SAP modules, providing efficient document control, versioning, and access management. Users appreciate its ability to enhance collaboration and streamline workflows, although it may require a learning curve for full utilization. Overall, SAP DMS is a powerful tool for organizations looking to optimize their document handling processes.
Meaning of global strategy?
Global strategy as defined in business terms is an organization's strategic guide to globalization. A sound global strategy should address these questions: what must be (versus what is) the extent of market presence in the world's major markets? How to build the necessary global presence? What must be (versus what is) the optimal locations around the world for the various value chain activities? How to run global presence into global competitive advantage? [1] Academic research on global strategy came of age during the 1980s, including work by Michael Porter and Christopher Bartlett & Sumantra Ghoshal. Among the forces perceived to bring about the globalization of competition were convergence in economic systems and technological change, especially in information technology, that facilitated and required the coordination of a multinational firm's strategy on a worldwide scale. [2] [3] A global strategy may be appropriate in industries where firms are faced with strong pressures for cost reduction but with weak pressures for local responsiveness. Therefore, it allows these firms to sell a standardized product worldwide. However, fixed costs (capital equipment) are substantial. Nevertheless, these firms are able to take advantage of scale economies and experience curve effects, because it is able to mass-produce a standard product which can be exported (providing that demand is greater than the costs involved). Global strategies require firms to tightly coordinate their product and pricing strategies across international markets and locations, and therefore firms that pursue a global strategy are typically highly centralized.[3] Global strategy as defined in business terms is an organization's strategic guide to globalization. A sound global strategy should address these questions: what must be (versus what is) the extent of market presence in the world's major markets? How to build the necessary global presence? What must be (versus what is) the optimal locations around the world for the various value chain activities? How to run global presence into global competitive advantage? [1] Academic research on global strategy came of age during the 1980s, including work by Michael Porter and Christopher Bartlett & Sumantra Ghoshal. Among the forces perceived to bring about the globalization of competition were convergence in economic systems and technological change, especially in information technology, that facilitated and required the coordination of a multinational firm's strategy on a worldwide scale. [2] [3] A global strategy may be appropriate in industries where firms are faced with strong pressures for cost reduction but with weak pressures for local responsiveness. Therefore, it allows these firms to sell a standardized product worldwide. However, fixed costs (capital equipment) are substantial. Nevertheless, these firms are able to take advantage of scale economies and experience curve effects, because it is able to mass-produce a standard product which can be exported (providing that demand is greater than the costs involved). Global strategies require firms to tightly coordinate their product and pricing strategies across international markets and locations, and therefore firms that pursue a global strategy are typically highly centralized.[3]
Why is penetration pricing more likely than skim pricing to raise a companys or a business units operating profit in the long run?
When pricing a new product, a company or business unit can follow a marketing strategy of skim pricing or penetration pricing. For new product pioneers, skim pricing offers the opportunity to skim the cream from the top of the demand curve while the product is novel and competitors are few. Penetration pricing offers the pioneer the opportunity to utilize the experience curve to gain market share and dominate the industry. Skim pricing is purely a short-term phenomenon and is used to gain high profits quickly in order to pay for expensive R&D and marketing costs before new entrants engage in price competition. It therefore cannot be used to raise long term operating profits unless the firm follows a differentiation strategy of continually entering markets early through exceptional R&D and exiting before the heavy-hitting late movers like IBM or Procter & Gamble force margins down.
What is the most appropriate organizational architecture for a firm that is competing in an industry where global strategy is appropriate?
I am searching the answer too, but I have got some information about it. Maybe it will help. The appropriateness of each strategy depends on the pressures for cost reduction and local responsiveness in the industry. There are four basic strategies to compete in the international environment: global standardization localization transnational International The global standardization strategy focuses on increasing profitability and profit growth by reaping the cost reductions that come from economies of scale, learning effects, and location economies. The strategic goal is to pursue a low-cost strategy on a global scale. The global standardization strategy makes sense when: There are strong pressures for cost reductions Demands for local responsiveness are minimal The global matrix structure is an attempt to minimize the limitations of the worldwide area structure and the worldwide product divisional structure. The global matrix structure: Allows for differentiation along two dimensions - product division and geographic area Has dual decision--making - product division and geographic area have equal responsibility for operating decisions Can be bureaucratic and slow Can result in conflict between areas and product divisions Can result in finger-pointing between divisions when something goes wrong Firms pursuing a global standardization strategy focus on the realization of location and experience curve economies. Headquarters maintains control over most decisions The need for integrating mechanisms is high Strong organizational cultures are encouraged The worldwide product division is common
What are the pros and cons of management's using the experience curve to determine strategy?
Management's use of an experience curve could help them avoid costly risks. However, repeated actions must be performed in this management style which could push production efforts back.
Difference between learning curve and experience curve?
difference between leaning curve and experience curve
What is a Bézier curve?
A Bézier curve is a parametric curve defiend by a set of control points, two of which are the ends of the curve, and the others determine its shape.
What is needed to determine equilibrium price of a good or a service?
a supply curve and a demand curveA supply curve and a demand curve.
What is needed to determine the equilibrium price of a good or services?
a supply curve and a demand curveA supply curve and a demand curve.
What is the optimal sealed deck strategy for a successful gameplay experience?
The optimal sealed deck strategy for a successful gameplay experience is to carefully evaluate and build a balanced deck with a good mix of creatures, spells, and mana sources. Focus on synergy between cards, mana curve, and card advantage. Playtest your deck to refine it and make adjustments as needed. Adapt your strategy based on your opponent's deck and play to your strengths.
How can one determine the concentration of a sample using a calibration curve?
To determine the concentration of a sample using a calibration curve, you first need to measure the response of known standard samples with known concentrations. Then, plot a calibration curve by graphing the response against the concentration. Finally, measure the response of the unknown sample and use the calibration curve to determine its concentration by finding where its response falls on the curve.
How can one determine the pKa from a titration curve?
To determine the pKa from a titration curve, identify the point on the curve where the pH is equal to the pKa value. This point represents the halfway point of the buffering region, where the concentration of the acid and its conjugate base are equal.
How can one utilize a calibration curve to determine the concentration of a substance?
To determine the concentration of a substance using a calibration curve, one must first create the curve by measuring known concentrations of the substance and their corresponding signals. Then, by measuring the signal of an unknown sample and comparing it to the curve, the concentration of the substance can be determined.
What are the three characteristics of a supply curve?
The three characteristics of a supply curve are the slope, shift, and the curve's position. Together they help determine supply and demand trends.
What is a bezier?
A bezier is another term for a Bézier curve, a parametric curve defiend by a set of control points, two of which are the ends of the curve, and the others determine its shape.
What is meant by realize experience curve?
An experience curve is a graph that shows the relationship between cumulative production quantity and the production cost. It takes into account both variable and fixed costs.
