Across
- 3. entails the study of all segments in the general environment
- 6. the individuals and groups who can affect and are affected by the strategic outcomes achieved and who have enforceable claims on a organization's performance
- 9. represents the set of capabilities, in all areas of their operations, that organizations use to respond to the various demands and opportunities that are found in dynamic, uncertain environments
- 10. segment concerned with a population’s size, age structure, geographic distribution, ethnic mix, and distribution of income
- 19. model which adopts an external perspective to explain that forces outside of the organization represent the dominant influences on a organization's strategic actions
- 21. Resources are ______ when possessed by few, if any, competitors
- 22. a group of organizations producing products that are close substitutes for each other
- 23. segment of the general environment concerned with different societies’ social attitudes and cultural values
- 24. Resources are ______ when they have no structural equivalents
- 26. represents the step in the external analysis process where all of the other steps come together
- 28. a condition of rapidly escalating competition that is based on price-quality positioning, efforts to create new know-how and achieve first-mover advantage, and battles to protect or to invade established product or geographic markets
- 30. investor uncertainty about the economic gains or losses that will result from a particular investment
- 31. an externally focused application of its vision that states the organization's unique purpose and scope of its operations in product and market terms
Down
- 1. represent conditions in the general environment that may help a company achieve strategic competitiveness by presenting it with possibilities
- 2. Resources are _____ when they support taking advantage of opportunities or neutralizing external threats
- 4. building strong relationships in which each party feels obligated to help the other
- 5. a term that is used to describe a type of innovation in which rapid and consistent replacement of current technologies by new, information-intensive technologies
- 7. the increasing economic interdependence among countries as reflected in the flow of goods and services, financial capital, and knowledge across country borders
- 8. a picture of what the organization wants to be, and in broad terms, what it wants to ultimately achieve
- 11. segment of the general environment concerned with how interest groups and organizations attempt to influence representatives of governments and governmental agencies and how they, in turn, are influenced by them
- 12. networks of companies that sell goods and services compatible with the organizations own product or service
- 13. conditions that may hinder or constrain a company’s efforts to achieve strategic competitiveness
- 14. represents the process where analysts develop feasible projections of what might happen and how quickly as a result of the changes and trends detected through scanning and monitoring
- 15. Resources are ______ to imitate when other organizations cannot obtain them inexpensively
- 16. type of environment composed of elements in the broader society that can indirectly influence an industry and the organizations within the industry
- 17. an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage
- 18. the capacity for a set of resources to perform, integratively or in combination, a task or activity
- 20. represents a process whereby analysts observe environmental changes over time to see if an important trend begins to emerge
- 25. inputs into a organization's production process, such as capital equipment, individual employee's skills, patents, brand names, finance, and talented managers
- 27. segment of the general environment refers to the nature and direction of the economy in which a org competes or may compete
- 29. model which adopts an internal perspective to explain how a org's unique bundle or collection of internal resources and capabilities represent the foundation on which value-creating strategies should be built