Strategic Management Terms

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Across
  1. 2. The vision, mission, values, policies, and primary goal statements of a strategic plan.
  2. 3. The term used to describe the aspirational plans, overarching purpose or intended direction of travel needed to reach an organizational vision.
  3. 7. A third-party comparison point on performance, e.g. industry standard, published statistics, peer comparison, etc.
  4. 9. A cooperative agreement between two or more companies to work together and share resources to achieve a common business objective.
  5. 10. A measure, for which the organization has data, that helps quantify the achievement of a desired strategic objective or outcome.
  6. 15. A set of assets, characteristics, or capabilities that allow an organization to meet its customer needs better than its competition can.
  7. 18. A set of ideologies, symbols and core values that are shared throughout the firm and that influence how the firm conducts business.
  8. 20. Areas of business operations where it is profoundly important to achieve results.
  9. 21. A management term for an element that is necessary for an organization or project to achieve its mission
  10. 23. The capabilities that serve as a source of competitive advantage for a firm over its rivals.
  11. 24. Creating a new, untapped market rather than competing with rivals in an existing market.
  12. 25. A process whereby, in their effort to boost company performance, managers focus not on the company's functional activities but on the business processes underlying its value creation operations.
Down
  1. 1. A broadly defined outcome that an organization must achieve to make its strategy succeed.
  2. 4. The organization’s actual performance level from the most recent reporting period.
  3. 5. A measurable economic activity that changes after the economy has established a pattern or trend. They have no predictive value, but they are useful in confirming changes that have taken
  4. 6. A strategy through which a firm changes its set of businesses or its financial structure.
  5. 8. A strategy which is created in a way that the top management of the organisation has a clear idea of the desired goals and plans to be achieved. It also focuses on the capabilities to be built in order to face challenges in the present and future scenario.
  6. 11. A tool used to analyze firm’s internal resources and capabilities to find out if they can be a source of sustained competitive advantage.
  7. 12. a tool for identifying ways to create customer value for consumers in the market space where service exists as digital information delivering products or services via information-based channels.
  8. 13. Actions taken by line management to deploy and implement corporate strategy throughout all levels and functions of the organization.
  9. 14. A structure that specifies the firm's formal reporting relationships, procedures, controls, and authority and decision making process.
  10. 16. A largely subjective criteria intended to verify that the firm is using appropriate startegies for conditions in external environment and the company's competitive advantage.
  11. 17. Capacity for a set of resources to perform a task or an activity in an integrative manner.
  12. 19. An area where a business has neither an advantage or a disadvantage over its peers.
  13. 22. the act of concentrating, complementing, safeguarding and recovering the scarce resources of an organisation in such a manner that the organisation can stretch those resources so as to attain the ultimate goal.