TATO

1. Competitive Disadvantage
A factor which places a business at risk for losing customers to a competitor.
For example, if a restaurant has its liquor license suspended it is at a
competitive disadvantage to the neighbouring food establishments which still
have a liquor license.
Brand Positioning
The brand`s positioning is the place in the consumers mind that you want
your brand to own. It is the benefit you want your consumer to perceive when
they think of your brand. A strong brand position means that the brand has a
unique, credible and sustainable position in the mind of the consumer
Institutional Management
Used to design a successful business, Institutional Management is the process of
laying out plans and organizing available production resources to run a
successful organization.
Institutional management can also be called strategic financial management.
Steps in institutional management generally include
 identifying the current situation,
 identifying the desired situation and
 determining the steps necessary to get there.
The idea behind institutional management is to lay out a strategic plan that
outlines concrete steps to maximize company success.
This process can improve business by allowing an analytical view of how the
business could best operate.
Much of strategic management planning is analysis of the company and its
environment.
During analysis conducted while performing institutional management, an
institutional manager may look at many aspects of the company, including the
company's financial and human resources as well as the market conditions that
might affect the success of the company.
Institutional management in an existing company might also examine past
operations to determine what was successful and what failed. Information about

2. past business successes and failures can help management make educated plans
for achieving company success.
Micro and Macro Environment
An organisation’s environment is made up of a macro-environment and micro-
environment. The macro-environment includes broad environmental forces that
are generally beyond an organisation’s influence but have the ability to impact
on the microenvironment. The micro-environment consists of
forces close to the company that affect its ability to serve its customers.
The micro-environment is comprised of forces that a business encounters
frequently and over which it may have some influence. There are a number of
frameworks for assessing the micro-environment, including competitive and
collaborative analysis, Porter’s (1980) five forces framework and resource-
based analysis. These frameworks, however, require specific information about
individual businesses. Evans at al. (2003) suggested that a consideration of the
micro-environment should include an assessment of industry trends as well as
market trends.