BME02.HM3C.Chapter 2.roa - Giovanni

Chapter 2- COMPETITIVENESS, STRATEGY AND
PRODUCTIVITY
Quiz No. 1
Giovanni L. Roa
Score
Questions and Answers
Try to answer the following questions to give you a better
understanding of the topics discussed in this chapter.
Define and discuss of the following:

1.Competitiveness shows how effectively an organization meets the
wants and needs of customers relative to others that offer similar goods or
services
Companies must be competitive to sell their goods and services in
the marketplace. Competitiveness is an important factor in determining
whether a company prospers, barely gets by, or fails.
Business organizations compete through some combination of their
marketing and operations functions. Marketinginfluencecompetitiveness in

several ways, including identifying consumerwants and needs, pricing, and
advertising and promotion.
Identifying consumer wants and/or needs is a basic input in an
organization’s decision making process, and central to competitiveness.
The ideal is to achieve a perfect match between those wants and needs and
the organization’s goods and/or services. Price and quality are key factors
in consumer buying decisions. It is important to understand the trade-off
decision consumers make between price and quality.
Advertising and promotion are ways organizations can inform
potential customers about features of their products or services, and attract
buyers
2.Core Competencies a defining capability or advantage that
distinguishes an enterprise from its competitors.
There are three Core Competencies:
Communication -The Communication competency encompasses
the knowledge, skills, processes and dispositions we associate with
interactions with others. Through their communication, students acquire,
develop and transform ideas and information, and make connections with
others to share their ideas, express their individuality, further their learning,
and get things done. The communication competency is fundamental to
finding satisfaction, purpose and joy.
Thinking - The Thinking competency encompasses the knowledge,
skills and processes we associate with intellectual development. It is
through their competency as thinkers that students take subject-specific
concepts and content and transform them into a new understanding.
Thinking competence includes specific thinking skills as well as habits of
mind, and metacognitive awareness. These are used to process information
from a variety of sources, including thoughts and feelings that arise from
the subconscious and unconscious mind and from embodied cognition, to
create new understandings.
Personal and Social - The Personal and Social competency is the
set of abilities that relate to students' identity in the world, both as
individuals and as members of their community and society. Personal and
social competency encompasses what students need to thrive as
individuals, to understand and care about themselves and others, and to find
and achieve their purposes in the world.

3.Environmental Scanning is the ongoing tracking of trends and
occurrences in an organization's internal and external environment that bear
on its success, currently and in the future.
Environmental scanning requires members of an organization to look
externally and identify prominent lessons, trends, opportunities or threats
that can adversely affect the company. Once identified, the company can
develop new strategies that best correspond to these external market
factors. Executives must be aware of issues that not only affect the
company’s direct customers or suppliers, but also competitors, regulatory
changes, the overall macroeconomic environment and the ever-changing
political landscape. Because of the constant introduction of new
technological innovations, the business environment is always changing.
As a result, organizations need to understand the entire market landscape
in order to develop optimal business strategies. Constant oversight through
research and learning that is shared internally can help mitigate the risk that
a business is left unaware of important changes in the marketplace.
4. Goals provides detail and scope on mission
The goal of operations management is to maximize efficiency while
producing p and services that effectively fulfill customer needs.

Operations is one of the three strategic functions of any organization.
Operations decisions include decisions that are strategic in nature,
meaning that they have long-term consequences and often involve a great
deal of expense and resource commitments.
5. Mission is the reason for existence for an organization.
6. Mission Statement states the purpose of organization.
7. Operations Strategy is the total pattern of decisions which
shape the long-term capabilities of any type of operations and their
contribution to the overall strategy,” they write.
8. Order Qualifiers are the competitive advantages that a
company must demonstrate in order to be a viable competitor in the
business arena. For example, if technology company Pear Products does
not meet the minimum standards on order qualifiers, then customers will
ignore or reject their products and services
9. Order Winners are the competitive advantages such as quality,
delivery speed, reliability, product design, flexibility, and image that cause
a firm's customers to select that company's products or services. It is the
main reason why customers purchase a company's product.

10. Productivity is defined as a total output per one unit of a total
input. In control management, productivity is a measure of how efficiently
a process runs and how effectively it uses resources. Managing production
levels is part of the control process.
The four types are:
Labor productivity is the ratio output per person. Labor productivity
measures the efficiency of the labor in the transformation of something into
a product of higher value. In software development terms, labor
productivity is a measure of the efficient use of the effort needed to write
and implement the code.
Capital productivity is the ratio of output (goods or services) to the
input of physical capital. Improving physical capital (known as capital
deepening) typically yields an increase in output. In software development,
physical capital includes the equipment, buildings or other items like
computers needed to develop and implement the code.
Material productivity is the ratio of output to the input of materials
(also known as natural resources). In software development, there are very

little material or natural resources that are used. Material productivity plays
a larger role when considering the manufacture of hardware/software
packages, such as an ATM.
Total Factor productivity (TFP) is not a simple ratio of output to
input, but rather it is a measure that captures everything that is not captured
as labor, capital or material productivity. Factors included in total factor
productivity include attributes like changes in general knowledge, the use
of particular organizational structures, management techniques, or returns
on the scale. The components in TFP are often the sources of productivity
changes in software development.
11. Quality-Based Strategy are focused on improving the quality
of the product with each upgrade they launch.
12. Strategies is an action that managers take to attain one or more
of the organization's goals.
Strategy can also be defined as “A general direction set for the
company and its various components to achieve a desired state in the future
13. SWOT (strengths, weaknesses, opportunities, and threats)
analysis is a framework used to evaluate a company's competitive position
and to develop strategic planning.
14. Tactics the methods and actions to accomplish strategy.
15. Time-Based Strategy are strategies that are focused on
minimizing the time that is needed to accomplish a given task. The fewer
the time that is needed in a given time-based strategy the more competitive
the firm becomes.

BME02.HM3C.Chapter 2.roa - Giovanni

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

BME02.HM3C.Chapter 2.roa - Giovanni

Uploaded by

Copyright:

Available Formats

Chapter 2- COMPETITIVENESS, STRATEGY AND

Questions and Answers

Try to answer the following questions to give you a better

understanding of the topics discussed in this chapter.

Define and discuss of the following:

Companies must be competitive to sell their goods and services in

the marketplace. Competitiveness is an important factor in determining

whether a company prospers, barely gets by, or fails.

Business organizations compete through some combination of their

marketing and operations functions. Marketinginfluencecompetitiveness in

advertising and promotion.

Identifying consumer wants and/or needs is a basic input in an

organization’s decision making process, and central to competitiveness.

in consumer buying decisions. It is important to understand the trade-off

decision consumers make between price and quality.

Advertising and promotion are ways organizations can inform

potential customers about features of their products or services, and attract

2.Core Competencies a defining capability or advantage that

distinguishes an enterprise from its competitors.

There are three Core Competencies:

Communication -The Communication competency encompasses

the knowledge, skills, processes and dispositions we associate with

interactions with others. Through their communication, students acquire,

finding satisfaction, purpose and joy.

Thinking - The Thinking competency encompasses the knowledge,

skills and processes we associate with intellectual development. It is

through their competency as thinkers that students take subject-specific

concepts and content and transform them into a new understanding.

Thinking competence includes specific thinking skills as well as habits of

mind, and metacognitive awareness. These are used to process information

the subconscious and unconscious mind and from embodied cognition, to

create new understandings.

Personal and Social - The Personal and Social competency is the

set of abilities that relate to students' identity in the world, both as

individuals and as members of their community and society. Personal and

social competency encompasses what students need to thrive as

and achieve their purposes in the world.

occurrences in an organization's internal and external environment that bear

on its success, currently and in the future.

Environmental scanning requires members of an organization to look

externally and identify prominent lessons, trends, opportunities or threats

develop new strategies that best correspond to these external market

company’s direct customers or suppliers, but also competitors, regulatory

changes, the overall macroeconomic environment and the ever-changing

political landscape. Because of the constant introduction of new

technological innovations, the business environment is always changing.

As a result, organizations need to understand the entire market landscape

in order to develop optimal business strategies. Constant oversight through

a business is left unaware of important changes in the marketplace.

4. Goals provides detail and scope on mission

The goal of operations management is to maximize efficiency while

producing p and services that effectively fulfill customer needs.

Operations decisions include decisions that are strategic in nature,

deal of expense and resource commitments.

5. Mission is the reason for existence for an organization.

6. Mission Statement states the purpose of organization.

7. Operations Strategy is the total pattern of decisions which

shape the long-term capabilities of any type of operations and their

contribution to the overall strategy,” they write.

8. Order Qualifiers are the competitive advantages that a

company must demonstrate in order to be a viable competitor in the

business arena. For example, if technology company Pear Products does