Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
13 Cards in this Set
- Front
- Back
|
From thinking strategically about the company's situation to choosing a strategy |
|
|
|
The Strategy Relevant Components of a Company's External Enviornment |
|
|
|
Thinking Strategically about a company's industry and competitive enviornment |
|
|
|
Q1: What are the industry's dominant economic features? |
|
|
|
Q2: How strong are competitive forces |
|
|
|
Q2 . 1. Competitive pressures created by the rivalry among competing sellers |
Competitive maneuvring among industru rivals is ever changing as rivals (1) initiate fresh offensive and defensive moves and (2) emphasize first one mix of competitive weapons and then another in efforts to improve their marker position and boost sales and profitability |
|
|
Weapons for competing and factors affecting the strenght of rivalry |
|
|
|
Factors affecting the tjreat of entry |
|
|
|
Core conc |
The threar of entru is stronger when entry barriers are low, when there is a sizable pool of entry candidates, when industry growth is rapid and profit potentials are high, and when incubent firms are unable or unwilling to vigoriously contest a newcomer's entry |
|
|
Core conc: high entry barriers |
High entry barriers and weak entry threata today do not always translate into high entry barriers today and weak entry threats tommorrow |
|
|
Strategic group mapping (to q4) |
Strategic group mapping is a technique for displaying the different market or competitive positions that the rival firms occupy in the industry |
|
|
Strategic group |
A strategic group is a cluster of industry rivals that have similar competitive appeoaches and market positions |
|
|
Key success factors |
Key success factors (KSF) are the product attributes, competencies, competitive capabilities and market achievements with the greatest impact on the future competitive success in the market place |
