tailieunhanh - Lecture Crafting and executing strategy (17/e): Chapter 4 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble

Chapter 4 - Evaluating a company’s resources and competitive position. In this chapter, we will address the following questions: How well is the company’s present strategy working? What are the company’s resource strengths and weaknesses and its external opportunities and threats? Are the company’s prices and costs competitive? Is the company competitively stronger or weaker than key rivals? What strategic issues and problems merit front-burner managerial attention? | Chapter 4: Evaluating a Company’s Resources and Competitive Position Screen graphics created by: Jana F. Kuzmicki, . Troy University Chapter Learning Objectives Understand how to evaluate a company’s internal situation and capabilities and identify the resource strengths capable of becoming the cornerstone of the company’s strategic approach. Grasp how and why activities performed internally by a company and those performed externally by its suppliers and forward channel allies determine a company’s cost structure and ability to compete successfully. Learn how to evaluate a company’s competitive strength relative to key rivals. Understand the role and importance of industry and competitive analysis and internal situation analysis in identifying strategic issues company managers must address. Chapter Roadmap Question 1: How Well Is the Company’s Present Strategy Working? Question 2: What Are the Company’s Resource Strengths and Weaknesses and Its External Opportunities and Threats? Question 3: Are the Company’s Prices and Costs Competitive? Question 4: Is the Company Competitively Stronger or Weaker than Key Rivals? Question 5: What Strategic Issues and Problems Merit Front-Burner Managerial Attention? Company Situation Analysis: The Key Questions 1. How well is the company’s present strategy working? 2. What are the company’s resource strengths and weaknesses and its external opportunities and threats? 3. Are the company’s prices and costs competitive? 4. Is the company competitively stronger or weaker than key rivals? 5. What strategic issues merit front-burner managerial attention? Figure : Identifying Components of a Single-Business Company’s Strategy 4- Question 1: How Well Is the Company’s Present Strategy Working? Must begin by understanding what the strategy is Identify competitive approach Low-cost leadership? Differentiation? Best-cost provider? Focus on a particular market niche? Determine competitive scope Broad or narrow . | Chapter 4: Evaluating a Company’s Resources and Competitive Position Screen graphics created by: Jana F. Kuzmicki, . Troy University Chapter Learning Objectives Understand how to evaluate a company’s internal situation and capabilities and identify the resource strengths capable of becoming the cornerstone of the company’s strategic approach. Grasp how and why activities performed internally by a company and those performed externally by its suppliers and forward channel allies determine a company’s cost structure and ability to compete successfully. Learn how to evaluate a company’s competitive strength relative to key rivals. Understand the role and importance of industry and competitive analysis and internal situation analysis in identifying strategic issues company managers must address. Chapter Roadmap Question 1: How Well Is the Company’s Present Strategy Working? Question 2: What Are the Company’s Resource Strengths and Weaknesses and Its External Opportunities and

• Kế hoạch kinh doanh
• Competitive advantage
• Lecture Crafting and executing strategy
• Crafting strategy
• Executing the strategy
• Company’s strategy
• Competitive position
• 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
• Strategic management
• Executing strategy
• 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
• Company’s external environment
• Competitive forces
• 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