Tanya Sammut‐Bonnici
Biographic Data
| ID | 10789591 |
|---|---|
| NAME | Tanya Sammut‐Bonnici |
| GIVEN NAMES | Tanya |
| FAMILY NAME | Sammut‐Bonnici |
| SIGNATURE | BONNICI T S |
| AFFILIATIONS | University of Malta |
| ORCID | 0000-0003-3411-376X |
| VERIFIED | No |
| TOTAL WORKS | 37 |
| TOTAL CITATIONS | 0 |
| AUTHOR COUNT | 37 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2015 |
| LATEST PUBLICATION YEAR | 2015 |
| H-INDEX | 0 |
Frugal Innovation
Frugal innovation can be defined as the practice of simplifying product components and manufacturing processes into basic elements, in order to redesign both the product and the processes to become more efficient and cost effective. The economic relevance of frugal innovation is the creation of low‐cost mass market products that are affordable to all social strata including the less affluent segments. As the price of a frugal product is low, the …
Strategic Renewal
Strategic renewal is the process of change and the outcome of adjustment in strategic direction that have the potential to determine the long‐term competitivity of a firm. The objective of strategic renewal is to provide a strategic fit between a firm's internal capabilities and shift in the external environment involving technology, markets, industries, and the economy that require a change in the status quo of conducting business. There are two…
Brand and Branding
A brand can be defined as a set of tangible and intangible attributes designed to create awareness and identity, and to build the reputation of a product, service, person, place, or organization. The objective of branding strategy is to create brands that are differentiated from the competition, thereby reducing the number of perceived substitutes in the marketplace, increasing price elasticity, and improving profits. Branding strategies are buil…
Complementary Products
Complementary products or services are utilized in combination with one another. Typically, a complementary good has limited significance when used alone but, when used with its complementary products, its overall utility increases. Examples of complements are cars and tiers, tablets and applications, printers and ink cartridges. Complementary products can be a significant part of a company's product portfolio with important implications for comp…
Strategic Drift
Strategic drift can be defined as a gradual deterioration of competitive action that results in the failure of an organization to acknowledge and respond to changes in the business environment. The term strategic drift is used to describe a sense of cognitive sloth in the ability to meet the original objectives of an organization. The symptoms of strategic drift are a homogeneous mind set at managerial and board levels, preservation of the status…
Complexity Theory
Complexity theory provides an understanding of how systems, such as the economy and global corporations, grow, adapt, and evolve. It explains how the relationships between members of these systems give rise to the collective behavior and sheds light on how a system interacts with its environment. It does not need to have a complex explanation. The principle of Occam's razor encourages us to simplify complexity, where possible, for the study of or…
Strategy Tools
Research on the use and the implementation of strategic management tools shows that top management's view of them is mildly positive with varying opinions on their effectiveness. Over the years, 25 main management tools have been identified by ongoing research conducted by Bain & Company. The popularity of tools shifts over the years. Strategic Planning, Customer Relationship Management, and Employee Engagement Surveys feature first together in t…
Cognitive Map
Cognitive maps can be defined as mental images and concepts that are built to visualize and assimilate information. Visualization, the act of organizing information in visual spaces, is applied to both spatial tasks (such as design) and nonspatial tasks (such as strategic planning). Memorizing speeches often requires cognitive mapping of the subject. Cognitive maps are also referred to as mental maps, mind maps, schemata, and frames of reference.…
Strategic Alliances
Strategic alliances have made it possible for corporations to swiftly gain access to markets, exchange technologies, form defensive shareholding blocs, enter third markets in combination with other partners, and engage in otherwise prohibitively expensive technologies and production facilities. Strategic alliances overcome many of the limitations of mergers and acquisitions, and seem to avoid culture and organizational shock and yet, achieve rapi…
First Mover Advantage
First mover advantage can be defined as the competitive edge gained by firms entering the market earlier than competitors. The timing of strategic moves may be critical for success as a result of the positive advantages accruing to first movers. Being first has a significant payoff when: It enhances the firm's image and reputation with buyers; early entry can tie up key raw material sources, new technologies, distribution channels, and the like, …
Industrial Organization
The industrial organization (I/O) view of strategy assumes that the external environment determines the actions a firm can deploy. The implication of the I/O model for strategic management is that firms identify and seek to operate in environments that provide the best opportunities for competitiveness and profitability. The main concerns of the I/O model are the four industry structures of perfect competition, monopoly, monopolistic competition,…
Network Externalities
Network externalities are defined as the increasing utility that a user derives from consumption of a product as the number of other users who consume the same product increases. Network externalities are the new drivers of the network economy. The exponential adoption of a network service, driven by network externalities, is evident in the rapid rise of peer‐to‐peer networks in three main categories: social networks, e‐marketplaces, and informat…
Pareto analysis
Pareto analysis is based on the observation that operational results and economic wealth are not distributed evenly and that some inputs contribute more than others. It is referred to as the “80/20 rule,” a nomenclature which has popularized a complex economic concept introduced by Vilfredo Pareto, a nineteenth‐century Italian economist. The underlying concept is that the majority of problems (roughly 80%) are often caused by a small number of th…
Coopetition
Coopetition is the occurrence of both competition and cooperation between a firm and its competitors, suppliers, distributors, partners, and regulators. The most common motives for firms to engage in coopetition are to develop larger markets, to improve industry standards, to share the costs of research and development, and to increase consumer awareness for the benefit of all the industry players. Coopetition emerges from the increasing interdep…
Pricing Strategy
Pricing strategy is the policy a firm adopts to determine what it will charge for its products and services. Strategic approaches fall broadly into the three categories of cost‐based pricing, competition‐based pricing, and value‐based pricing. Pricing strategy is a key variable in financial modeling, which determines the revenues achieved, the profits earned, and the amounts reinvested in the firm's growth for its long‐term survival. A number of …
Case Study
Case studies involve the documented history and comprehensive analysis of a situation concerning subjects such as industries, organizations, and markets. The distinguishing factor of the case‐study methodology is that it aims to bring out unique characteristics and interesting differences in the situation under observation. The case‐study approach is typically used for idiographic research, which means it focuses on atypical circumstances and dis…
Strategic Business Unit
A strategic business unit (SBU) is an organizational subunit that acts like an independent business in many major respects, including the formulation of its own strategic plans and its own marketing strategy. An SBU may share its parent organization's corporate identity or develop its own brand identity, depending on the degrees of freedom allowed to the management of the division. A one‐fits‐all strategic approach would be inadequate in large, d…
Leveraged Buy‐Outs
Leveraged buy‐outs (LBOs) occur when the management of a company purchases its shares from existing shareholders and effectively becomes the owners. The target is typically a public company or a subsidiary of one which is taken private, with a significant portion of the cash purchase price being financed by debt. This debt is secured not by the credit status of the purchaser but by the assets of the target company. The debt used has usually been …
Competitive Strategy
Competitive strategy is the process of developing competitive advantage and earning above‐average returns for stakeholders. Competitive advantage is achieved through the strategic management of resources, capabilities, and core competences, as well as the firm's responsiveness to opportunities and threats in the external environment. Navigating through as complex set of strategic factors requires an understanding of their influence on competitive…
Network Industry Strategies
Companies that operate in competitive markets dominated by network externalities face distinct trade‐offs regarding the choice of a technical standard. Holding on to a primary compatibility standard permits a firm's product to capture the value added by a large network. Conversely, the firm loses direct control over the market supply of the good and faces (direct) intra‐platform competition. This trade‐off is a key strategic decision that depends…
Technology and Standards in Network Industries
The rapid growth of products from the information, computing, and telecommunications (ICT) economy depends on operating technology standards as well as on production costs. A technology standard is the important enabler to create wide reach and to capture a wide network of subscribers. With the globalization of commerce, national and regional boundaries blur and the need for international standards is more urgent and critical. Market‐based select…
Networks
A network is a set of connections between nodes. There are one‐way networks such as broadcast television, where information flows in one direction only. In two‐way networks, such as railroads and telephone systems, links are operated in both directions. Networks can be real or virtual. Real networks are found in industries such as telephony and railways, where a physical network is present. Electricity grids, telecommunications networks encompass…
Joint Ventures
Joint ventures are a way to enter new markets through the partnering of commercial resources. In markets that restrict inward investment, joint ventures may be the only way to achieve market access. Within joint ventures, equity positions are usually taken by the participants. Such holdings can vary substantially in size, although it is usually important to establish clear lines of management decision‐making control in order to achieve success. A…
Complex Adaptive Systems
Complex adaptive systems (CAS) consist of diverse components that are interdependent, act as a unified whole, and have the ability to learn from experience and to adapt to change in the environment. Examples of CAS are the global economy, stock markets, emerging cities, online social networks, and the internet. The insights from CAS that are significant to strategic management are their high degree of adaptive capacity and their resilience in the…
Time‐Based Competition
Time‐based competition can be defined as the strategic advantage derived from making the order‐to‐delivery cycle more compact, efficient, and cost effective. This requires the redesign of processes, information, and decision flows from engineering, procurement, manufacturing, order cycles, distribution, and customer processes. Time‐based competition depends on the operational variables of responsiveness, cost and quality. Managing responsiveness …
No prominent works on this page.
Frugal Innovation
Frugal innovation can be defined as the practice of simplifying product components and manufacturing processes into basic elements, in order to redesign both the product and the processes to become more efficient and cost effective. The economic relevance of frugal innovation is the creation of low‐cost mass market products that are affordable to all social strata including the less affluent segments. As the price of a frugal product is low, the …
Strategic Renewal
Strategic renewal is the process of change and the outcome of adjustment in strategic direction that have the potential to determine the long‐term competitivity of a firm. The objective of strategic renewal is to provide a strategic fit between a firm's internal capabilities and shift in the external environment involving technology, markets, industries, and the economy that require a change in the status quo of conducting business. There are two…
Brand and Branding
A brand can be defined as a set of tangible and intangible attributes designed to create awareness and identity, and to build the reputation of a product, service, person, place, or organization. The objective of branding strategy is to create brands that are differentiated from the competition, thereby reducing the number of perceived substitutes in the marketplace, increasing price elasticity, and improving profits. Branding strategies are buil…
Complementary Products
Complementary products or services are utilized in combination with one another. Typically, a complementary good has limited significance when used alone but, when used with its complementary products, its overall utility increases. Examples of complements are cars and tiers, tablets and applications, printers and ink cartridges. Complementary products can be a significant part of a company's product portfolio with important implications for comp…
Strategic Drift
Strategic drift can be defined as a gradual deterioration of competitive action that results in the failure of an organization to acknowledge and respond to changes in the business environment. The term strategic drift is used to describe a sense of cognitive sloth in the ability to meet the original objectives of an organization. The symptoms of strategic drift are a homogeneous mind set at managerial and board levels, preservation of the status…
Complexity Theory
Complexity theory provides an understanding of how systems, such as the economy and global corporations, grow, adapt, and evolve. It explains how the relationships between members of these systems give rise to the collective behavior and sheds light on how a system interacts with its environment. It does not need to have a complex explanation. The principle of Occam's razor encourages us to simplify complexity, where possible, for the study of or…
Strategy Tools
Research on the use and the implementation of strategic management tools shows that top management's view of them is mildly positive with varying opinions on their effectiveness. Over the years, 25 main management tools have been identified by ongoing research conducted by Bain & Company. The popularity of tools shifts over the years. Strategic Planning, Customer Relationship Management, and Employee Engagement Surveys feature first together in t…
Cognitive Map
Cognitive maps can be defined as mental images and concepts that are built to visualize and assimilate information. Visualization, the act of organizing information in visual spaces, is applied to both spatial tasks (such as design) and nonspatial tasks (such as strategic planning). Memorizing speeches often requires cognitive mapping of the subject. Cognitive maps are also referred to as mental maps, mind maps, schemata, and frames of reference.…
Strategic Alliances
Strategic alliances have made it possible for corporations to swiftly gain access to markets, exchange technologies, form defensive shareholding blocs, enter third markets in combination with other partners, and engage in otherwise prohibitively expensive technologies and production facilities. Strategic alliances overcome many of the limitations of mergers and acquisitions, and seem to avoid culture and organizational shock and yet, achieve rapi…
First Mover Advantage
First mover advantage can be defined as the competitive edge gained by firms entering the market earlier than competitors. The timing of strategic moves may be critical for success as a result of the positive advantages accruing to first movers. Being first has a significant payoff when: It enhances the firm's image and reputation with buyers; early entry can tie up key raw material sources, new technologies, distribution channels, and the like, …
Industrial Organization
The industrial organization (I/O) view of strategy assumes that the external environment determines the actions a firm can deploy. The implication of the I/O model for strategic management is that firms identify and seek to operate in environments that provide the best opportunities for competitiveness and profitability. The main concerns of the I/O model are the four industry structures of perfect competition, monopoly, monopolistic competition,…
Network Externalities
Network externalities are defined as the increasing utility that a user derives from consumption of a product as the number of other users who consume the same product increases. Network externalities are the new drivers of the network economy. The exponential adoption of a network service, driven by network externalities, is evident in the rapid rise of peer‐to‐peer networks in three main categories: social networks, e‐marketplaces, and informat…
Pareto analysis
Pareto analysis is based on the observation that operational results and economic wealth are not distributed evenly and that some inputs contribute more than others. It is referred to as the “80/20 rule,” a nomenclature which has popularized a complex economic concept introduced by Vilfredo Pareto, a nineteenth‐century Italian economist. The underlying concept is that the majority of problems (roughly 80%) are often caused by a small number of th…
Coopetition
Coopetition is the occurrence of both competition and cooperation between a firm and its competitors, suppliers, distributors, partners, and regulators. The most common motives for firms to engage in coopetition are to develop larger markets, to improve industry standards, to share the costs of research and development, and to increase consumer awareness for the benefit of all the industry players. Coopetition emerges from the increasing interdep…
Pricing Strategy
Pricing strategy is the policy a firm adopts to determine what it will charge for its products and services. Strategic approaches fall broadly into the three categories of cost‐based pricing, competition‐based pricing, and value‐based pricing. Pricing strategy is a key variable in financial modeling, which determines the revenues achieved, the profits earned, and the amounts reinvested in the firm's growth for its long‐term survival. A number of …
Case Study
Case studies involve the documented history and comprehensive analysis of a situation concerning subjects such as industries, organizations, and markets. The distinguishing factor of the case‐study methodology is that it aims to bring out unique characteristics and interesting differences in the situation under observation. The case‐study approach is typically used for idiographic research, which means it focuses on atypical circumstances and dis…
Strategic Business Unit
A strategic business unit (SBU) is an organizational subunit that acts like an independent business in many major respects, including the formulation of its own strategic plans and its own marketing strategy. An SBU may share its parent organization's corporate identity or develop its own brand identity, depending on the degrees of freedom allowed to the management of the division. A one‐fits‐all strategic approach would be inadequate in large, d…
Leveraged Buy‐Outs
Leveraged buy‐outs (LBOs) occur when the management of a company purchases its shares from existing shareholders and effectively becomes the owners. The target is typically a public company or a subsidiary of one which is taken private, with a significant portion of the cash purchase price being financed by debt. This debt is secured not by the credit status of the purchaser but by the assets of the target company. The debt used has usually been …
Competitive Strategy
Competitive strategy is the process of developing competitive advantage and earning above‐average returns for stakeholders. Competitive advantage is achieved through the strategic management of resources, capabilities, and core competences, as well as the firm's responsiveness to opportunities and threats in the external environment. Navigating through as complex set of strategic factors requires an understanding of their influence on competitive…
Network Industry Strategies
Companies that operate in competitive markets dominated by network externalities face distinct trade‐offs regarding the choice of a technical standard. Holding on to a primary compatibility standard permits a firm's product to capture the value added by a large network. Conversely, the firm loses direct control over the market supply of the good and faces (direct) intra‐platform competition. This trade‐off is a key strategic decision that depends…
Technology and Standards in Network Industries
The rapid growth of products from the information, computing, and telecommunications (ICT) economy depends on operating technology standards as well as on production costs. A technology standard is the important enabler to create wide reach and to capture a wide network of subscribers. With the globalization of commerce, national and regional boundaries blur and the need for international standards is more urgent and critical. Market‐based select…
Networks
A network is a set of connections between nodes. There are one‐way networks such as broadcast television, where information flows in one direction only. In two‐way networks, such as railroads and telephone systems, links are operated in both directions. Networks can be real or virtual. Real networks are found in industries such as telephony and railways, where a physical network is present. Electricity grids, telecommunications networks encompass…
Joint Ventures
Joint ventures are a way to enter new markets through the partnering of commercial resources. In markets that restrict inward investment, joint ventures may be the only way to achieve market access. Within joint ventures, equity positions are usually taken by the participants. Such holdings can vary substantially in size, although it is usually important to establish clear lines of management decision‐making control in order to achieve success. A…
Complex Adaptive Systems
Complex adaptive systems (CAS) consist of diverse components that are interdependent, act as a unified whole, and have the ability to learn from experience and to adapt to change in the environment. Examples of CAS are the global economy, stock markets, emerging cities, online social networks, and the internet. The insights from CAS that are significant to strategic management are their high degree of adaptive capacity and their resilience in the…
Time‐Based Competition
Time‐based competition can be defined as the strategic advantage derived from making the order‐to‐delivery cycle more compact, efficient, and cost effective. This requires the redesign of processes, information, and decision flows from engineering, procurement, manufacturing, order cycles, distribution, and customer processes. Time‐based competition depends on the operational variables of responsiveness, cost and quality. Managing responsiveness …
Business (31 works) · Industrial organization (22 works) · Computer Science (21 works) · Economics (20 works) · Marketing (20 works) · Innovation and Knowledge Management (16 works) · Competitive advantage (10 works) · Product (mathematics) (10 works) · Business Strategy and Innovation (9 works) · Competitor analysis (9 works)