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featured management models

blue ocean strategies: Kim, W. Chan, Mauborgne, Renée A.
 

blue ocean strategies

Kim, W. Chan, Mauborgne, Renée A.

  • topic: change management, innovation & risk and strategic management
  • period: 2005
Blue Ocean Strategies (BOS) denote strategies that result in the creation of new markets. Red oceans represent markets where incumbents' Red Ocean Strategies (ROS) are fairly similar and rivals are battling over a shrinking profit pool. Blue oceans are new markets where BOS, in the form of value innovation, create powerful leaps in value for both the firm...
 
buygrid framework: Faris, C. W., Robinson, Patrick, Wind, Yoram
 

buygrid framework

Faris, C. W., Robinson, Patrick, Wind, Yoram

  • topic: marketing & sales
  • period: 1967
In 1967, the Canadian, American and Israeli marketing researchers, Robinson, Faris and Wind, introduced the buygrid framework as a generic conceptual model for buying processes of organisations. They saw industrial buying not as single events, but as organisational decision-making processes where multiple individuals decide on a purchase. Their framework...
 
co-opetition: Brandenburger, Adam M., Nalebuff, Barry J.
 

co-opetition

Brandenburger, Adam M., Nalebuff, Barry J.

  • topic: innovation & risk and strategic management
  • period: 1996
Co-opetition describes a strategic framework that enables organisations to classify relevant actors in their industry and beyond. The model uses insights from game theory to understand and influence the behaviour of these players. Adam Brandenburger and Barry Nalebuff, professors in economics at Harvard and Yale University and specialists...
 
value chain analysis: Porter, Michael E.
 

value chain analysis

Porter, Michael E.

  • topic: finance & accounting, marketing & sales, org. design & development and strategic management
  • period: 1985
Michael Porter published the Value Chain Analysis in 1985 as a response to criticism that his Five Forces framework lacked an implementation methodology that bridged the gap between internal capabilities and opportunities in the competitive landscape. This framework focused on industry attractiveness as a determinant of the profit potential of all companies...