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Developments in management and organizational thinking

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  1. Introduction.
  2. Definiton of the word strategy tools.
    1. Usage of strategy tools.
    2. The concept of environment as central in strategic management.
  3. The model Porter SWOT analysis.
  4. Identification of 4 great types of possible situations.
  5. Miller and Firesen's view.
  6. Conclusion.
  7. Reference list.

In the era of the mass production from 1945 to 1980, companies were directed to produce identical products, with hierarchical structures, all in a stable environment. In the present ?era of information?, companies must produce products with dynamic structures in a turbulent environment as the only constant is change. To make this environment more and more turbulent and changing, companies use strategic tools which make it possible to make an internal and external analysis of the company. On one hand, the external analysis includes the general analysis of the environment, the analysis of competition and also the analysis of the industry. On the other hand, the internal analysis includes the analysis of the resources, the analysis functions and the analysis of the performances.

[...] In the 1990 many strategic thinkers building on the work of Wernerfelt, Barrey and others, started to develop new ways of considering strategies. For Wernerfelt, resources of a firm at a given time consist of the whole of the tangible or intangible credits which are associated over one relatively long period with the activities of the firm. Beyond the credits usually taken into account by the economists (capital, work and ground), it can be a question for example of technologies, competences of the personnel, names of marks, efficient procedures, commercial contacts. [...]

[...] Then, customers and their force of negotiation: The more important the share which a Customer in the turnover of a company represents is, the more the capacity of negotiation of the customer is large. Suppliers and their capacity of negotiation: In the same way, less the turnover carried out with a Supplier is significant for this last, plus the capacity of negotiation is in favour of this Supplier. And also, the existence of substitute products: Products of which the use can harm that of the products of the market. [...]

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