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18 Cards in this Set
- Front
- Back
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In involves manager's identifying business' opportunities and threats |
External Analysis |
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It needs to be directed and purposeful |
External Analysis |
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It should influence strategies by identifying opportunities and threats, trends and strategic uncertainties |
External Analysis |
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Affecting strategic decisions / external analysis addresses questions such as (3) |
Should new business areas be entered? What are the value proportions? What should they be? What assets and competencies should be created, enhanced, or maintained? |
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Additional analysis objectives / external analysis contributes to strategy indirectly by identifying: |
Significant trends and future events Threats and opportunities Strategic uncertainties that could affect strategy outcomes |
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This is the most useful concept in conducting external analysis |
Strategic Analysis |
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Focus on specific unknown element that will affect outcome of strategic decisions |
Strategic Uncertainties |
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Three ways of handling uncertainty |
Strategic decision can be precipitated Information acquisition and analysis for an information-need area It could be modeled by scenario analysis |
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Alternative view of the future environment |
Scenario |
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The scope of external analysis can involve: (3) |
An industry broadly defined (sporting goods) Narrowly defined (high-performance skis) Using a scope definition that falls in between |
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Will inhibit a business from identifying trends and opportunities that could lead to some attractive options and directions |
Narrow scope specification |
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scope definition that falls in between (3) |
Ski clothing and equipment Skis and snowboards Downhill skis |
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It is often the key to developing a sustainable competitive advantage |
Segmentation |
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It means the identification of customer groups that respond differently from other groups to competitive offerings |
Segmentation |
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Couples the identified segments with a program to deliver an offering to those segments |
Segmentation Strategy |
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Three dimensions of segmentation strategy |
Can a competitive offering be developed and implemented that will be appealing to the target segment Can the appeal of the offering and the subsequent relationship with the target segment be maintained over time despite competitive responses Is the resulting business from the target segment worthwhile, given the investment required to develop and market an offering tailored to it? |
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A marketing term referring to the aggregating of prospective buyers into groups (segments) that have common needs and will respond similarly to a marketing action. |
Market Segments |
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Enables companies to target different categories of consumers who perceive the full value of certain products and services differently from one another. |
Market Segmentation |
