Strategic management concepts

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Strategic management competitiveness globalization concepts and case 10e chapter 1

... Define strategic competitiveness, strategy, competitive advantage, above-average returns, and the strategic management process ● Describe the competitive landscape and explain how globalization and ... PART I: STRATEGIC 8& ACTIONSPART II: STRATEGIC • Chapters STRATEGY FORMULATION PART III: STRATEGIC ACTIONS10, 11 , 12 STRATEGY IMPLEMENTATION 13 & ©2 013 Cengage Learning All Rights Reserved May not ... use THE STRATEGIC MANAGEMENT PROCESS Rational: the approach firms use to achieve strategic competitiveness and earn above-average returns FORMULATION and IMPLEMENTATION: the two types of strategic...

Strategic management competitiveness globalization concepts and case 10e chapter 7

... Technological [6] Global [7] Physical ●To successfully deal with uncertainty in the external environment and achieve strategic competitiveness, firms must be aware of and understand these segments ©2013 ... forces and explain how they determine an industry’s profit potential ● Define strategic groups and describe their influence on the firm ● Describe what firms need to know about their competitors and ... classroom use OPENING CASE BRITISH PETROLEUM (BP) External environment affects a firm’s strategic actions ●BP seeks to expand its oil reserves after the Deepwater Horizon oil and gas drilling platform...

Strategic management competitiveness globalization concepts and case 10e chapter 3

... WEAKNESSES, AND STRATEGIC DECISIONS • Firms must identify their strengths and weaknesses Appropriate resources and capabilities are needed to develop desired strategy and create value for customers and ... customer service, and “nontraditional” store locations illustrate Subway’s core competencies and the foundation for competitive advantage, underscoring key chapter concepts ©20 13 Cengage Learning ... COMPETITIVE ADVANTAGE FIGURE 3. 1 Components of Internal Analysis Leading to Competitive Advantage and Strategic Competitiveness Components of an Internal Analysis ©20 13 Cengage Learning All Rights...

Strategic management competitiveness globalization concepts and case 10e chapter 4

... 2011, with its 40 th anniversary, a new logo, innovation such as VIA and customers paying for their purchases with their iPhones, environmental consciousness, employee health insurance, and a global ... use CORE COMPETENCIES AND STRATEGY Resources and superior capabilities that are sources Core Competencies of competitive advantage over a firm’s rivals An integrated and coordinated set of actions ... STRATEGIES REACH Access and Connection EFFECTIVELY MANAGING RELATIONSHIPS WITH CUSTOMERS to Customers RICHNESS Depth and Detail of Two-Way Flow of Information Between the Firm and Customer AFFILIATION...

Strategic management competitiveness globalization concepts and case 10e chapter 5

... RIVALRY STRATEGIC AND TACTICAL Strategic Action (or Response) ACTIONS • A market-based move that involves a significant commitment of organizational resources and is difficult to implement and reverse ... will respond to it as well as by the type (strategic or tactical) and effectiveness of that response Strategic actions receive strategic responses • Strategic actions elicit fewer total competitive ... commonality and resource similarity • Awareness, motivation, and ability • First mover incentives, size, and quality COMPETITIVE DYNAMICS • • (All firms) Market speed (slowcycle, fast-cycle, and standard-cycle...

Strategic management competitiveness globalization concepts and case 10e chapter 6

... Antitrust laws in 1 960 s and 1970s discouraged mergers that created increased market power (vertical or horizontal integration) Antitrust Regulation • Mergers in the 1 960 s and 1970s thus tended ... Figure 6. 1 defines five categories of businesses according to increasing levels of diversification ● Diversified firms vary according to their level of diversification and the connections between and ... CONSTRAINED AND RELATED LINKED DIVERSIFICATION CORPORATE RELATEDNESS: TRANSFERRING OF CORE COMPETENCIES ■ Complex sets of resources and capabilities linking different businesses through managerial and...

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Strategic management competitiveness globalization concepts and case 10e chapter 7

... the two workforces BOTH the accuracy of the financial position and accounting standards used AND the quality of the strategic fit and the ability of the acquiring firm to effectively integrate ... Shift core business into different markets Manage industry and regulatory changes Intent: Increase firm’s strategic competitiveness and value; historically returns are close to zero so it rarely ... synergy: when the combination and integration of the acquiring and acquired firms’ assets yields capabilities and core competencies that could not be developed by combining and integrating either firm’s...

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