The Portfolio Approach: A Historical Starting Point Opportunities for Building Value as a Basis for Choosing Diversification or Integration Stages of Industry Evolution and Business Strategy ChoicesĬompetitive Advantage in Fragmented IndustriesĬompetitive Advantage in Global Industriesĭominant Product/Service Businesses: Evaluating and Choosing to Diversify to Build Value Sequence of Objectives and Strategy Selectionĭiscussion Case: VW’s New Strategic Plan for the United StatesĮvaluating and Choosing Business Strategies: Seeking Sustained Competitive AdvantageĮvaluating Speed as a Competitive AdvantageĮvaluating Market Focus as a Way to Competitive Advantage Selection of Long-Term Objectives and Grand Strategy Sets Internal Analysis: Making Meaningful Comparisonsīenchmarking: Comparison with CompetitorsĬomparison with Success Factors in the Industryĭiscussion Case: Apple’s Blueprint for GeniusĪPPENDIX A Key Resources across Functional Areas Using the Resource-Based View in Internal Analysis Three Basic Resources: Tangible Assets, Intangible Assets, and Organizational Capabilities Recognizing the Difficulty in Activity-Based Cost Accounting Using SWOT Analysis in Strategic Analysis SWOT Analysis: A Traditional Approach to Internal Analysis Market Requirements and Product CharacteristicsĬompetitive Strategies for Firms in Foreign Marketsĭiscussion Case: China Mobile’s Hot SignalĪPPENDIX Components of the Multinational Environment Multidomestic Industries and Global Industries Human Resources: Nature of the Labor MarketĪPPENDIX Sources for Environmental Forecasting Industry Analysis and Competitive Analysis Mutual Advantages of Collaborative Social Initiativesįive Principles of Successful Collaborative Social Initiatives Satisfying Corporate Social Responsibility Privatization as a Response to Sarbanes-Oxley The Stakeholder Approach to Social ResponsibilityĬorporate Social Responsibility and Profitability
The Nature and Value of Strategic Managementĭiscussion Case: Carlyle Changes Its Stripesīasic Product or Service Primary Market Principal TechnologyĬompany Goals: Survival Growth Profitabilityĭiscussion Case: Anger over CEO Pay Has Put Directors on the Hot SeatĪPPENDIX BB&T Vision, Mission, and Purposeģ Corporate Social Responsibility and Business Ethics Hope this helps someone out there from this forum or a random Google search.PART ONE OVERVIEW OF STRATEGIC MANAGEMENT If there is anyone on the fence about the Vizio V405-G9, I have included pictures of the working sub-pixel dithering at RTINGS: Īt the moment, there are very few reviews or even anyone talking about the V405-G9 on Reddit, YouTube, or AVS Forums. The stand on the V405-G9 can be a little wobbly compared to the NU7100 as a monitor but not a deal breaker. I plugged the NU7100 back in and the viewing angles on the NU7100 are way, way, way better and easier on my eyes. There is a pronounced drop-off of contrast on the left/right of the V405-G9 when sitting anywhere close.
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I could not work for more than 2 hours on the Vizio V405-G9 as a PC monitor without my eyes going batty. The deal breaker is that the viewing angles up-close on the Vizio V405-G9 are horrible. Sounds way better than the NU7100, right? Almost zero smearing of colors when scrolling too. To my surprise, the 40’ panel on the V405-G9 does NOT suffer from sub-pixel dithering and has better contrast than the NU7100. The RTINGs V505-G9 review mentions that the 50' panel suffers from sub-pixel dithering. The smeary motion trails of certain colors on the Samsung NU7100 were driving me nuts so I bought the Vizio V405-G9. Update, V405-G9 as compared to Samsung NU7100 as PC 4K monitor:
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