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Balanced Scorecard
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strategy implementation tool that harnesses multiple internal and external performance metrics in order to balance financial and strategic goals
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business model
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stipulates how the firm conducts its business with its buyers, suppliers, and partners in order to make money
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consumer surplus
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difference between the value a consumer attaches to a good or service (V) and what he or she paid for it (P), or (V-P).
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economic value created
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difference between value (v) and cost (c), or (v-c).
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Market Capitalization
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A firm performance metric that captures the total dollar market value of a company's total outstanding shares at any given point in time.
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opportunity cost
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the value of the best forgone alternative use of the resources employed.
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producer surplus
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Another term for profit, the difference between price charged (P) and the cost to produce (C), or (P - C); also called profit.
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profit
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difference between price charged (P) and the cost to produce (C), or (P-C); also called producer surplus
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reservation price
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the maximum price a consumer is willing to pay for a product or service based on the total perceived consumer benefits.
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risk capital
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the money provided by shareholders in exchange for an equity share in a company; it cannot be recovered if the firm goes bankrupt
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shareholders
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individuals or organizations that own one or more shares of stock in a public company.
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sustainable strategy
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A strategy along the economic, social, and ecological dimensions that can be pursued over time without detrimental effects on people or the planet.
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total return to shareholders
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return on risk capital that includes stock price appreciation plus dividends received over a specific period
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triple bottom line
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Combination of economic, social, and ecological concerns—or profits, people, and planet—that can lead to a sustainable strategy.
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value
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The dollar amount (V) a consumer attaches to a good or service; the consumer's maximum willingness to pay; also called reservation price.
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Blue Ocean Strategy
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Business-level strategy that successfully combines differentiation and cost-leadership activities using value innovation to reconcile the inherent trade-offs.
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business level strategy
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the goal-directed actions managers take in their quest for competitive advantage when competing in a single product market
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cost leadership strategy
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generic business strategy that seeks to create the same or similar value for customers at a lower cost
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differentiation strategy
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generic business strategy that seeks to create higher value for customers than the value that competitors create, while containing costs
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diseconomies of scale
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increases in cost per unit when output increases
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economies of scale
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decreases in cost per unit as output increases
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economies of scope
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savings that come from producing two (or more) outputs at less cost than producing each output individually, despite using the same resources and technology
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focused cost leadership strategy
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same as the cost-leadership strategy except with a narrow focus on a niche market
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focused differentiation strategy
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same as the differentiation strategy except with a narrow focus on a niche market
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minimum efficient scale (MES)
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output range needed to bring down the cost per unit as much as possible, allowing a firm to stake out the lowest-cost position that is achievable through economies of scale
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scope of competition
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the size - narrow or broad - of the market in which a firm chooses to compete
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strategic trade-offs
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Choices between a cost or value position. Such choices are necessary because higher value creation tends to generate higher cost.
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strategy canvas
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graphical depiction of a company's relative performance vis-a-vis its competitors across the industry's key success factors
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value curve
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horizontal connection of the points of each value on the strategy canvas that helps strategists diagnose and determine courses of action
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value innovation
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the simultaneous pursuit of differentiation and low cost in a way that creates a leap in value for both the firm and the consumers; considered a cornerstone of blue ocean strategy