tailieunhanh - Lecture Crafting and executing strategy: The quest for competitive advantage - Chapter 3

Chapter 3: Evaluating a company's external environment. The goals of this chapter are: Become aware of factors in a company’s broad macro-environment that may have strategic significance, gain command of the basic concepts and analytical tools widely used to diagnose the competitive conditions in a company’s industry, become adept at mapping the market positions of key groups of industry rivals. | 3 Chapter Screen graphics created by: Jana F. Kuzmicki, . Troy State University-Florida and Western Region Analyzing a Company’s External Environment Chapter Roadmap The Strategically Relevant Components of a Company’s External Environment Thinking Strategically About a Company’s Industry and Competitive Environment Question 1: What Are the Industry’s Dominant Economic Features? Question 2: What Kinds of Competitive Forces Are Industry Members Facing? Question 3: What Factors Are Driving Industry Change and What Impacts Will They Have? Question 4: What Market Positions Do Rivals Occupy—Who Is Strongly Positioned and Who Is Not? Question 5: What Strategic Moves Are Rivals Likely to Make Next? Question 6: What Are the Key Factors for Future Competitive Success? Question 7: Does the Outlook for the Industry Present an Attractive Opportunity? Two considerations Company’s external or macro-environment Industry and competitive conditions Company’s internal or micro-environment Competencies, capabilities, resource strengths and weaknesses, and competitiveness What Is Situation Analysis? Fig. : From Thinking Strategically about the Company’s Situation to Choosing a Strategy Fig. : The Components of a Company’s Macro-Environment Key Questions Regarding the Industry and Competitive Environment Industry’s dominant economic traits Competitive forces and strength of each force Drivers of change in the industry Competitor analysis Key success factors Conclusions: Industry attractiveness Q #1: What are the Industry’s Dominant Economic Traits? Market size and growth rate Scope of competitive rivalry Number of rivals Buyer needs and requirements Production capacity Pace of technological change Vertical integration Product innovation Degree of product differentiation Economies of scale Learning and experience curve effects Objectives are to identify Main sources of competitive forces Strength of these forces Key analytical tool Five Forces Model of Competition Q #2: What | 3 Chapter Screen graphics created by: Jana F. Kuzmicki, . Troy State University-Florida and Western Region Analyzing a Company’s External Environment Chapter Roadmap The Strategically Relevant Components of a Company’s External Environment Thinking Strategically About a Company’s Industry and Competitive Environment Question 1: What Are the Industry’s Dominant Economic Features? Question 2: What Kinds of Competitive Forces Are Industry Members Facing? Question 3: What Factors Are Driving Industry Change and What Impacts Will They Have? Question 4: What Market Positions Do Rivals Occupy—Who Is Strongly Positioned and Who Is Not? Question 5: What Strategic Moves Are Rivals Likely to Make Next? Question 6: What Are the Key Factors for Future Competitive Success? Question 7: Does the Outlook for the Industry Present an Attractive Opportunity? Two considerations Company’s external or macro-environment Industry and competitive conditions Company’s internal or micro-environment .

• Quản trị kinh doanh
• Company’s strategy
• Company’s external environment
• Competitive forces
• Crafting strategy
• Executing strategy
• Competitive advantage
• Lecture Crafting and executing strategy
• Executing the strategy
• Charting a companys direction
• Strategic management
• Companys resources
• Capability analysis
• The mediating effect of entrepreneurial marketing
• The relationship between environmental turbulence
• Dynamic capability with sustainable competitive advantage
• An empirical study in Indonesian MSMEs
• Sustainable competitive advantage
• SEM PLS developed a model showing
• The competitive advantage of small and medium sized enterprises
• The competitive advantage of smal
• Medium sized enterprises
• Fundamentals of marketing
• Lecture fundamentals of marketing
• Marketing mix
• Marketing task
• Marketing management
• Creating competitive advantage
• Business models
• Management information systems
• Introduction to management information systems
• Business information technology
• Information systems
• Achieve competitive advantage
• Differential Advantage
• Identity ManagementStrategic Branding Decisions
• Destination Branding
• Advantage of the firms
• Capital or unskilled labour
• Human resource capital
• Role of human resources
• Five competitive strategies
• Low cost provider strategies
• Best cost provider strategies
• Company’s resources
• Competitive assets
• Principles of Marketing
• Lecture Principles of Marketing
• Marketing strategy
• Competitor analysis
• Competitive strategies
• Market positioning
• Company’s competitive position
• Operations management
• Operations strategy
• Operations competitive dimensions
• Strategy design process
• Productivity measures
• Modern competitive strategy
• Competitive strategy
• Strategic planning
• Strategy execution
• Growth and innovation
• Strategy over time
• Summary Doctoral thesis
• Enterprise knowledge management system
• Enhancing competitive advantage
• Small and medium enterprises
• Strategic alliances
• Acquisition strategies
• Vertical integration strategies
• Foreign markets
• Strategy options
• Profit sanctuaries
• Emerging industries
• High velocity markets
• Maturing industries
• Entering new businesses
• Strategic partnerships