Kinh doanh - Marketing
Kinh tế quản lý
Biểu mẫu - Văn bản
Tài chính - Ngân hàng
Công nghệ thông tin
Tiếng anh ngoại ngữ
Kĩ thuật công nghệ
Khoa học tự nhiên
Khoa học xã hội
Văn hóa nghệ thuật
Sức khỏe - Y tế
Văn bản luật
Nông Lâm Ngư
Kỹ năng mềm
Luận văn - Báo cáo
Giải trí - Thư giãn
Tài liệu phổ thông
Văn mẫu
Giới thiệu
Đăng ký
Đăng nhập
Tìm
Danh mục
Kinh doanh - Marketing
Kinh tế quản lý
Biểu mẫu - Văn bản
Tài chính - Ngân hàng
Công nghệ thông tin
Tiếng anh ngoại ngữ
Kĩ thuật công nghệ
Khoa học tự nhiên
Khoa học xã hội
Văn hóa nghệ thuật
Y tế sức khỏe
Văn bản luật
Nông lâm ngư
Kĩ năng mềm
Luận văn - Báo cáo
Giải trí - Thư giãn
Tài liệu phổ thông
Văn mẫu
Thông tin
Điều khoản sử dụng
Quy định bảo mật
Quy chế hoạt động
Chính sách bản quyền
Giới thiệu
Đăng ký
Đăng nhập
0
Trang chủ
Kinh Doanh Marketing
Quản trị kinh doanh
Lecture Crafting and executing strategy: Chapter 6 - Thompson, Peteraf, Gamble, Strickland
Đang chuẩn bị liên kết để tải về tài liệu:
Lecture Crafting and executing strategy: Chapter 6 - Thompson, Peteraf, Gamble, Strickland
Hồng Minh
99
20
pptx
Đang chuẩn bị nút TẢI XUỐNG, xin hãy chờ
Tải xuống
Chapter 6 - Strengthening a company’s competitive position: Strategic moves, timing, and scope of operations. The objectives of this chapter are: Learn whether and when to pursue offensive or defensive strategic moves to improve a company's market position, recognize when being a first mover or a fast follower or a late mover is most advantageous, become aware of the strategic benefits and risks of expanding a company's horizontal scope through mergers and acquisitions,. | CHAPTER 6 STRENGTHENING A COMPANY’S COMPETITIVE POSITION: STRATEGIC MOVES, TIMING, AND SCOPE OF OPERATIONS STUDENT VERSION MAXIMIZING THE POWER OF A STRATEGY Offensive and Defensive Competitive Actions Competitive Dynamics and the Timing of Strategic Moves Scope of Operations along the Industry’s Value Chain Making choices that complement a competitive approach and maximize the power of strategy GOING ON THE OFFENSIVE—STRATEGIC OPTIONS TO IMPROVE A FIRM’S MARKET POSITION Strategic Offensive Principles: Focus on relentlessly building competitive advantage and then converting it into sustainable advantage. Apply resources where rivals are least able to defend themselves. Employ the element of surprise as opposed to doing what rivals expect and are prepared for. Display a strong bias for swift, decisive, and overwhelming actions to overpower rivals. 6–3 CHOOSING WHICH RIVALS TO ATTACK Market leaders that are in vulnerable competitive positions Runner-up firms with weaknesses in areas where the challenger is strong Struggling enterprises on the verge of going under Small local and regional firms with limited capabilities Best Targets for Offensive Attacks BLUE-OCEAN STRATEGY— A SPECIAL KIND OF OFFENSIVE The business universe is divided into: An existing market with boundaries and rules in which rival firms compete for advantage. A “blue ocean” market space, where the industry has not yet taken shape, with no rivals and wide-open long-term growth and profit potential for a firm that can create demand for new types of products. 6–5 DEFENSIVE STRATEGIES—PROTECTING MARKET POSITION AND COMPETITIVE ADVANTAGE Lower the firm’s risk of being attacked Weaken the impact of an attack that does occur Influence challengers to aim their efforts at other rivals Purposes of Defensive Strategies TIMING A FIRM’S OFFENSIVE AND DEFENSIVE STRATEGIC MOVES Timing’s Importance: Knowing when to make a strategic move is as crucial as knowing what move to make. Moving . | CHAPTER 6 STRENGTHENING A COMPANY’S COMPETITIVE POSITION: STRATEGIC MOVES, TIMING, AND SCOPE OF OPERATIONS STUDENT VERSION MAXIMIZING THE POWER OF A STRATEGY Offensive and Defensive Competitive Actions Competitive Dynamics and the Timing of Strategic Moves Scope of Operations along the Industry’s Value Chain Making choices that complement a competitive approach and maximize the power of strategy GOING ON THE OFFENSIVE—STRATEGIC OPTIONS TO IMPROVE A FIRM’S MARKET POSITION Strategic Offensive Principles: Focus on relentlessly building competitive advantage and then converting it into sustainable advantage. Apply resources where rivals are least able to defend themselves. Employ the element of surprise as opposed to doing what rivals expect and are prepared for. Display a strong bias for swift, decisive, and overwhelming actions to overpower rivals. 6–3 CHOOSING WHICH RIVALS TO ATTACK Market leaders that are in vulnerable competitive positions Runner-up firms with .
TÀI LIỆU LIÊN QUAN
Lecture Crafting and executing strategy (17/e): Chapter 10 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble
Lecture Crafting and executing strategy (15/e): Chapter 11 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble
Lecture Crafting and executing strategy: The quest for competitive advantage - Concepts and cases (18/e) - Chapter 10
Lecture Crafting and executing strategy (17/e): Chapter 1 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble
Lecture Crafting and executing strategy (17/e): Chapter 8 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble
Lecture Crafting and executing strategy (15/e): Chapter 1 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble
Lecture Crafting and executing strategy (15/e): Chapter 8 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble
Lecture Crafting and executing strategy (15/e): Chapter 9 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble
Lecture Crafting and executing strategy: Chapter 1 - Thompson, Peteraf, Gamble, Strickland
Lecture Crafting and executing strategy: Chapter 2 - Thompson, Peteraf, Gamble, Strickland
crossorigin="anonymous">
Đã phát hiện trình chặn quảng cáo AdBlock
Trang web này phụ thuộc vào doanh thu từ số lần hiển thị quảng cáo để tồn tại. Vui lòng tắt trình chặn quảng cáo của bạn hoặc tạm dừng tính năng chặn quảng cáo cho trang web này.