(See related pages)
|
|
|
| core competence | Firm skills that competitors cannot easily match or imitate. (See page(s) 375) |
| |
| |
| |
| economies of scale | Cost advantages associated with large-scale production. (See page(s) 373) |
| |
| |
| |
| experience curve | Systematic production cost reductions that occur over the life of a product. (See page(s) 372) |
| |
| |
| |
| global learning | The flow of skills and product offerings from foreign subsidiary to home country and from foreign subsidiary to foreign subsidiary. (See page(s) 386) |
| |
| |
| |
| global web | When different stages of value chain are dispersed to those locations around the globe where value added is maximized or where costs of value creation are minimized. (See page(s) 371) |
| |
| |
| |
| learning effects | Cost savings from learning by doing. (See page(s) 372) |
| |
| |
| |
| location economies | Cost advantages from performing a value creation activity at the optimal location for that activity. (See page(s) 371) |
| |
| |
| |
| profit | Difference between total revenues and total costs. (See page(s) 366) |
| |
| |
| |
| profitability | A ratio or rate of return concept. (See page(s) 366) |
| |
| |
| |
| strategic alliances | Cooperative agreements between two or more firms. (See page(s) 388) |
| |
| |
| |
| strategy | Actions managers take to attain the firm’s goals. (See page(s) 365) |
| |
| |
| |
| transnational strategy | Plan to exploit experience-based cost and location economies, transfer core competencies with the firm, and pay attention to local responsiveness. (See page(s) 386) |
| |
| |
| |
| value creation | Activities performed that increase the value of goods or services to consumers. (See page(s) 367) |