Strategic Analysis and Change Management
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Questions and Answers

What characterizes emergent strategy?

  • It relies heavily on market predictions.
  • It is strictly formal and systematic.
  • It focuses on long-term planning exclusively.
  • It is informal, unplanned, and reactive. (correct)

Which type of change does NOT arise from external factors?

  • New consumer tastes.
  • New competitors entering the market. (correct)
  • Economic shifts.
  • Technological advancements.

According to the strategic analysis model, which layer is analyzed first?

  • Industry.
  • Macroenvironment. (correct)
  • Company.
  • Market.

What is a crucial aspect to prepare for when analyzing the macroenvironment?

<p>Building scenarios based on indicators. (A)</p> Signup and view all the answers

What is one of the two types of changes referenced in strategic analysis?

<p>Exogenous changes. (C)</p> Signup and view all the answers

What is crucial for firms to avoid getting lost in changing industries?

<p>Identification of variable changes that require strategy updates (C)</p> Signup and view all the answers

According to Jack Welch, what happens when the rate of change within an institution slows compared to external changes?

<p>The end of the institution is imminent (A)</p> Signup and view all the answers

Which factor is NOT mentioned as a driving force for electric mobility in cities?

<p>Global transportation networks (B)</p> Signup and view all the answers

What challenge does adapting to a turbulent environment present for firms?

<p>Difficulty in foreseeing future developments (A)</p> Signup and view all the answers

Which legal regulation is highlighted as relevant to electric mobility and the energy sector?

<p>Environmental regulations (C)</p> Signup and view all the answers

What strategy allows a firm to maintain a low cost while also investing in differentiation?

<p>Economies of scale (D)</p> Signup and view all the answers

Which of the following focuses on providing the best total solution for customers?

<p>Customer intimacy (A)</p> Signup and view all the answers

What is the main benefit of a standardized and centralized operational approach?

<p>Lower operational costs (C)</p> Signup and view all the answers

Which aspect is included in operational excellence?

<p>Achieving the best total cost (A)</p> Signup and view all the answers

What kind of structure allows a firm to quickly adapt to new product initiatives?

<p>Loose and flexible structure (B)</p> Signup and view all the answers

Which example best illustrates product leadership?

<p>BMW’s focus on engineering excellence (A)</p> Signup and view all the answers

What is a primary characteristic of customer intimacy?

<p>Anticipating customer needs (B)</p> Signup and view all the answers

Which of the following is NOT a characteristic of operational excellence?

<p>Focus on customer relationship management (D)</p> Signup and view all the answers

What is the primary goal of the course?

<p>To develop skills in designing sound business-level strategies (D)</p> Signup and view all the answers

Which analytic frameworks should be applied for analyzing a firm’s environment?

<p>PESTEL analysis and 5 forces framework (C)</p> Signup and view all the answers

Who are the main actors involved in the strategy process?

<p>Top management, board of directors, and others (D)</p> Signup and view all the answers

What methodology is used in this course based on the Mintzberg triangle?

<p>Science, Craft, and Art (A)</p> Signup and view all the answers

In the final project, what is the first step a consultant must take?

<p>Analyze the company’s environment using PESTEL analysis (D)</p> Signup and view all the answers

What commonality do companies like Kodak and Blockbuster share?

<p>They failed to innovate and keep up with industry trends (A)</p> Signup and view all the answers

Which of the following is NOT a strategic skill emphasized in the course?

<p>Negotiate with suppliers (B)</p> Signup and view all the answers

What should be included in the analysis of a company according to the course guidelines?

<p>Financial performance along with resources and capabilities (D)</p> Signup and view all the answers

What are megatrends primarily characterized by?

<p>Their influence across several industries (C)</p> Signup and view all the answers

Why is it important to build scenarios in business strategy?

<p>To explore interactions of various uncertainties (C)</p> Signup and view all the answers

Which is NOT a condition that favors the use of scenarios?

<p>Need for qualitative insights (D)</p> Signup and view all the answers

What is the first step in the scenario building process?

<p>Select the scope of the scenario (D)</p> Signup and view all the answers

In the scenario building process, what should the chosen drivers of change have?

<p>Independence from each other (B)</p> Signup and view all the answers

What is a key output of the scenario building process?

<p>Contingency plans for various scenarios (A)</p> Signup and view all the answers

What are Shell’s scenarios primarily designed to be?

<p>A means to understand global forces (C)</p> Signup and view all the answers

Which aspect of scenario building is particularly beneficial in overcoming managerial limitations?

<p>Compensating for restricted perspectives (C)</p> Signup and view all the answers

What strategic asset is vital for Amazon to succeed in its offline segment?

<p>Cost efficiency (D)</p> Signup and view all the answers

Which factor contributes to Amazon's brand awareness in the online market?

<p>First mover advantage (A)</p> Signup and view all the answers

What does Amazon leverage to ensure quicker supply chain management?

<p>Efficiency in supply chain management (C)</p> Signup and view all the answers

Which of the following is NOT one of the weaknesses listed for Amazon in attempting to leapfrog competitors?

<p>High customer satisfaction online (A)</p> Signup and view all the answers

What R&D capabilities does Amazon require for offline success?

<p>Research and development capabilities (C)</p> Signup and view all the answers

Which of the following describes a challenge for Amazon in enhancing offline customer service?

<p>Need for differentiation based on strategy (A)</p> Signup and view all the answers

How does Amazon manage to provide better prices in the online segment?

<p>Economies of scale plus experience curve (A)</p> Signup and view all the answers

What is a primary way Amazon can acquire necessary resources for expansion?

<p>Develop through training or building from scratch (D)</p> Signup and view all the answers

Which strategy focuses on targeting a specific market segment while offering unique features?

<p>Focus Strategy (B)</p> Signup and view all the answers

What is a characteristic of dynamic capabilities?

<p>They help firms adapt to changing environments. (D)</p> Signup and view all the answers

Which strategic approach aims to create uncontested market space?

<p>Blue Ocean Strategy (B)</p> Signup and view all the answers

What distinguishes distinctive capabilities from threshold capabilities?

<p>Distinctive capabilities provide a competitive advantage. (C)</p> Signup and view all the answers

What does the Strategy Clock illustrate?

<p>Different competitive advantage strategies over time. (D)</p> Signup and view all the answers

Which of the following is NOT a type of generic strategy?

<p>Geographic Expansion (D)</p> Signup and view all the answers

What is a primary goal of assessing resources and capabilities?

<p>To understand competitive advantages. (C)</p> Signup and view all the answers

Which term describes the resources and skills that enhance a firm's competitive edge?

<p>Distinctive capabilities (A)</p> Signup and view all the answers

Which of the following indicators is used to assess the borrowing capacity of a firm?

<p>Net cash flow (C)</p> Signup and view all the answers

What characteristic is associated with physical resources in a firm?

<p>Market value of fixed assets (B)</p> Signup and view all the answers

Which of these aspects is NOT a characteristic of intangible resources?

<p>Alternative uses for assets (B)</p> Signup and view all the answers

Which indicator is primarily associated with the human resource aspect of a firm?

<p>Employee pay rates (D)</p> Signup and view all the answers

What aspect is evaluated when assessing the technology resources of a firm?

<p>Number of patents owned (D)</p> Signup and view all the answers

What is one of the barriers to entry for new entrants in the food retail market?

<p>High capital requirements for physical stores (D)</p> Signup and view all the answers

How does the bargaining power of suppliers typically manifest in the food retail sector?

<p>Certification requirements enhance suppliers' bargaining power. (A)</p> Signup and view all the answers

What trend was observed in the growth of supermarkets after 2015?

<p>Slower growth compared to the period from 2010 (A)</p> Signup and view all the answers

What factor influences the consumers’ power in choosing between organic and non-organic products?

<p>Education level and health awareness of consumers (B)</p> Signup and view all the answers

What strategic capability does Veritas leverage for market position?

<p>Formation of local partnerships for product access (D)</p> Signup and view all the answers

What is a significant competition factor in the food retail market?

<p>Intense rivalry among international and local retailers (D)</p> Signup and view all the answers

What could be a potential outcome of high supplier bargaining power for retailers?

<p>Increased prices due to supplier agreements (B)</p> Signup and view all the answers

What is a characteristic of consumers within the organic food market?

<p>Willingness to invest more for perceived quality (A)</p> Signup and view all the answers

What might occur if a firm prioritizes shareholder value maximization over societal considerations?

<p>Worsening environmental conditions (C)</p> Signup and view all the answers

In a VUCA environment, why is it important for firms to understand drivers of change?

<p>To increase flexibility and adaptability to new conditions (B)</p> Signup and view all the answers

What is a consequence of investing in sustainability for a firm?

<p>Lower short-term returns (B)</p> Signup and view all the answers

What characterizes a planned strategy?

<p>It is based on thorough analysis and assessment. (B)</p> Signup and view all the answers

How do historical data play a role in strategic decision-making?

<p>They must be supplemented with current trends. (B)</p> Signup and view all the answers

What type of actions follow the discussion of scenarios in strategic planning?

<p>Organizational action and execution. (C)</p> Signup and view all the answers

Which of the following best describes the challenge firms face in adapting to a VUCA world?

<p>Difficulty in planning due to unpredictability. (D)</p> Signup and view all the answers

What is an example of a trade-off companies might face when aiming for sustainability?

<p>Investing in CO2 reduction while decreasing shareholder returns. (D)</p> Signup and view all the answers

What essential purpose does a mission statement serve in an organization?

<p>It explains the organization's reason for existence and the social need it fulfills. (D)</p> Signup and view all the answers

Which component of an organization's strategy involves specific, measurable, and time-bound objectives?

<p>Objectives (C)</p> Signup and view all the answers

What does the scope of an organization’s strategy describe?

<p>The customers served, geographical locations, and extent of vertical activities. (D)</p> Signup and view all the answers

What is a significant aspect of the vision statement of an organization?

<p>It describes the desired future goal and aspirations of the organization. (A)</p> Signup and view all the answers

Which values should guide employee behavior in an organization?

<p>Respect, trust, and personal responsibility in relationships. (D)</p> Signup and view all the answers

What should a good mission statement clearly define?

<p>The needs it attempts to satisfy, the targeted market segments, and the methods it uses to satisfy those needs. (B)</p> Signup and view all the answers

Which of these options best exemplifies a competitive advantage in a business strategy?

<p>Providing low-cost products combined with state-of-the-art technology. (B)</p> Signup and view all the answers

How should strategic planning deal with the macroenvironment?

<p>By analyzing and responding to factors that can affect the organization. (C)</p> Signup and view all the answers

What led companies like Blockbuster and Kodak to face bankruptcy?

<p>They underestimated market changes. (D)</p> Signup and view all the answers

What does strategy primarily involve according to the content?

<p>Long-term planning and resource allocation. (B)</p> Signup and view all the answers

What is a significant challenge when defining your strategy?

<p>Determining what should be avoided. (A)</p> Signup and view all the answers

How does Porter define strategy?

<p>Making choices on what to achieve and how to deliver value. (C)</p> Signup and view all the answers

What mistake did Blockbuster make regarding Netflix?

<p>They did not recognize the potential for streaming. (A)</p> Signup and view all the answers

What common trait is shared by companies that faced bankruptcy?

<p>They maintained an overconfidence in market position. (C)</p> Signup and view all the answers

What role does strategy have in resource allocation?

<p>It influences how resources are distributed to achieve objectives. (A)</p> Signup and view all the answers

What does the scope of strategy help to define?

<p>Who the company is competing against. (B)</p> Signup and view all the answers

Flashcards

Electric Mobility

The use of electric vehicles like e-bikes and escooters for transportation, especially in urban areas.

Unconventional Resource Extraction

Obtaining energy resources from sources that are more difficult to access, such as shale gas, oil sands, and deep-sea oil.

Electric Storage Capacity

The ability to store electricity for later use, essential for renewable energy integration.

Paris Agreement

An international agreement signed in 2015 aiming to combat climate change by limiting global warming.

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Emission Trading Systems

Market-based mechanisms where companies can buy and sell permits to emit pollutants, encouraging reductions.

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Emergent Strategy

A strategy that develops incrementally, driven by intuition and reaction to environmental changes. It's unplanned and reactive to unforeseen events.

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Exogenous Change

Changes originating outside the industry or company, impacting the environment. Examples include technology advancements, consumer tastes, political shifts, and economic fluctuations.

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Endogenous Change

Changes originating within the industry or company itself. Examples include new competitor entry, existing firms exiting, changing competitive dynamics, and product launches.

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Macroenvironment Analysis

The process of understanding the broader external factors that affect an industry. It helps predict future trends, identify potential threats and opportunities, and shape strategic decisions.

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Strategic Analysis Model

A framework that helps analyze the external environment and internal factors influencing a company's strategy. This model provides structure for understanding the industry, market, and company's position within it.

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Strategic Analysis Frameworks

Tools used to understand a company's external and internal environments, such as PESTEL analysis, Porter's Five Forces, and resource-based view.

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PESTEL Analysis

A framework used to assess the external environment of an organization, including Political, Economic, Social, Technological, Environmental, and Legal factors.

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Porter's Five Forces

A framework that analyzes the competitive forces within an industry: Threat of new entrants, bargaining power of buyers and suppliers, threat of substitutes, and existing rivalry.

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Resource-Based View

A framework that analyzes a company's internal strengths and weaknesses, focusing on its resources and capabilities.

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Strategic Issues

Key challenges and opportunities that a company faces in its environment, requiring strategic decisions to address.

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Strategic Options

Alternative approaches and actions that a company can take to address identified strategic issues.

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Evidence-Based Arguments

Supporting justifications for a decision, using data, research, and analysis to demonstrate the reasoning behind an option.

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Mintzberg Triangle

A model that suggests strategy involves three elements: Science (theory), Craft (practical experience), and Art (creativity and intuition).

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Megatrends

Trends that impact multiple industries or markets and have a significant, long-term effect.

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Scenarios

Detailed and plausible views of the future, based on key environmental influences and drivers of change with uncertain outcomes.

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Why build scenarios?

Scenarios help to imagine possible futures and analyze the interactions of various elements under uncertainty. They are useful to explore the joint impact of various uncertainties.

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Benefits of Scenario Planning

Scenarios provide a disciplined method for imagining possible futures. They allow you to change multiple variables at once, interpret outputs, and identify patterns. They help compensate for tunnel vision and overconfidence.

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When are scenarios useful?

Scenarios are particularly helpful when dealing with discontinuous change, important quantitative factors, long-term perspectives, high uncertainty, and significant data gaps.

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Outputs of Scenario Planning

Scenarios can provide a check on your strategy, offer a basis for contingency plans, and improve managerial learning.

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Scenario Building Process (Step 1)

The first step of scenario planning involves selecting the scope of the scenario, which includes the type of business, time span, and geographic area of focus.

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Scenario Building Process (Step 2)

Identify two key drivers of change from different PESTEL dimensions that have a high impact, uncertain outcomes, and are independent.

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Value-Cost Trade-Off

The balance between offering a high-value product and keeping costs low. Companies with a strong value-cost trade-off can achieve both differentiation (superior value) and low cost leadership (low cost).

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Competitive Advantage

The ability of a company to outperform its rivals in the marketplace. This can be achieved by excelling in areas such as product quality, operational efficiency, or customer service.

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Product Leadership

A competitive strategy focused on developing and offering the best products in the market. This involves innovation, superior features, and exceptional quality.

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Operational Excellence

A competitive strategy aimed at achieving the lowest possible cost of operations while maintaining high quality. This often involves efficiency, standardization, and lean processes.

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Customer Intimacy

A competitive strategy focused on building strong, long-term relationships with customers by providing personalized solutions and outstanding service.

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Process-Focused Competitive Advantage

Achieving competitive advantage through superior operational efficiency, cost control, and standardized processes. This is exemplified by companies like Motel 6, Inditex, and IKEA.

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Product-Focused Competitive Advantage

Achieving competitive advantage through exceptional product features, innovation, and quality. This is seen in companies like BMW and W hotels.

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Customer-Focused Competitive Advantage

Achieving competitive advantage through outstanding customer service, personalized solutions, and building strong relationships. This is exemplified by companies like Nordstrom and Ritz Carlton.

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Amazon's Online Success

Amazon's dominance in online retail is due to factors like first-mover advantage, brand loyalty, efficient supply chain, innovative marketing, and customer-centricity.

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Strategic Assets for Offline Success

Succeeding in offline retail requires cost efficiency, strategic store locations, supplier relationships, wide product variety, convenience, brand image, R&D, and customer service.

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Leapfrogging Competitors - Challenges

Amazon faces challenges when expanding offline, including lack of experience, brand awareness, large investments, aligning offerings with customers, and offline R&D.

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Leapfrogging Competitors - Advantages

Amazon has advantages for offline expansion, including a large customer base, high customer satisfaction (online), innovative marketing, private labels, and technological innovation.

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Acquiring Offline Resources - Develop

One way to acquire resources for offline expansion is to "develop" by investing in training and building new stores from scratch.

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Acquiring Offline Resources - Partner

Another option is to "partner" with companies who have experience and existing stores, either through purchasing or collaborative agreements.

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Amazon's Niche Focus

Amazon's offline strategy appears to be focused on a niche market, offering high-quality products at affordable prices, achieving economies of scale through private labels.

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Hybrid Model

A hybrid online-offline model, leveraging Amazon's online strengths with the physical presence of offline stores, could be a potential approach.

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Market Analysis

Examining the specific customer needs, buying behaviors, and competitive landscape within a particular market segment.

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Industry Analysis

Evaluating the broader competitive landscape, including factors like supplier power, barriers to entry, and substitute products, across an entire industry.

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Strategic Business Unit (SBU)

A distinct part of a company with its own products, customers, and competitors, managed independently for strategic purposes.

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Differentiation Strategy

Offering products or services that are perceived as unique, valuable, and different from competitors, commanding a premium price.

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Cost Leadership Strategy

Aiming to be the lowest-cost producer in the industry, allowing for more competitive pricing and larger market share.

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Focus Strategy

Concentrating on a specific market niche or customer segment, tailoring products and services to their unique needs.

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Blue Ocean Strategy

Creating uncontested market space, offering new value propositions that are both differentiated and low-cost, avoiding direct competition.

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What is strategy?

A long-term plan to achieve a specific objective. It involves defining resources, understanding competitive advantages and adapting to changing environments.

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Why do companies fail?

They may focus on short-term gains, ignore customer needs, resist change, or be overconfident in their position.

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What is the scope of strategy?

It outlines the company's competitive focus, helps avoid wasting resources on irrelevant activities, and allows for efficient resource allocation.

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What does Porter say about strategy?

Strategy is about making choices on what an organization will achieve and how it will deliver value.

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What are the key aspects of long-term planning?

It involves defining the company's mission, values, and vision. It establishes a long-term direction for the business.

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Explain the concept of competitive advantage?

It's the ability to outperform rivals by excelling in areas like product quality, efficiency, or customer service.

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What is emergent strategy?

It's a strategy that develops incrementally, driven by intuition and reaction to environmental changes.

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What is the difference between exogenous and endogenous change?

Exogenous change originates outside the industry or company, while endogenous change originates within the industry.

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Mission Statement

A concise declaration of the company's purpose, outlining what it does, who it serves, and how it operates.

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Vision Statement

A forward-looking statement that describes the organization's desired future state and aspirations.

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Values Statement

A set of principles that define the organization's ethical standards and behavioral guidelines for its employees.

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Strategic Objectives

Specific, measurable, achievable, relevant, and time-bound goals that guide the implementation of the overall strategy.

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Scope of Strategy

The three dimensions that define the strategic domain: customers or clients, geographical location, and extent of vertical activities.

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Formulating Strategy

The process of developing and defining the overall direction and approach the organization will take to achieve its objectives.

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Strategic Planning

A disciplined and systematic process of setting long-term goals and developing strategies to achieve them.

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Resource Types

Resources can be tangible (like financial assets or physical assets) or intangible (like technology or reputation). Each type contributes to a company's success.

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Resource Indicators

To measure the effectiveness of resources, companies use indicators. These indicators provide objective data about the strength and performance of each resource type.

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Stakeholder Group

A group of individuals or organizations that have a vested interest in a company's actions and performance, including customers, community, suppliers, and governments.

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Trade-off

A situation where gaining something desirable comes at the expense of losing something else, often a necessary decision when balancing competing interests.

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VUCA World

A world characterized by Volatility, Uncertainty, Complexity, and Ambiguity, making planning and prediction difficult.

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Scenario Planning

A strategic planning tool used to explore possible future scenarios by considering uncertain variables and their potential effects.

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Planned Strategy

A deliberate and carefully crafted strategy developed through analyzing internal and external factors, leading to a clear action plan.

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Historical Data Limitations

Historical data, while valuable, should not be the sole basis for future predictions, as past events may not accurately reflect future trends.

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Organizational Action

Putting a strategic plan into practice; the execution of the strategy to achieve desired outcomes.

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New Entrants & Barriers

New businesses entering the organic food market face challenges like building relationships with suppliers, establishing stores, and training employees. Economies of scale (needing a certain size to be competitive) also pose a threat.

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Supplier Bargaining Power

Organic food suppliers have strong bargaining power because they can choose among a limited number of local producers. This emphasizes the importance of long-term contracts and quality certifications.

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Consumer Power (Organic)

Consumers in the organic food market have a low bargaining power. They are often willing to pay a higher price for perceived quality, health benefits, and environmental friendliness. However, they still have the option to switch to non-organic products.

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Intense Organic Competition

The organic food market is competitive, with players ranging from international supermarket chains to small local stores. This means players must constantly innovate and differentiate themselves to survive.

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Veritas' Strategic Advantage

Veritas benefits from strong local partnerships that provide access to a diverse range of products. They prioritize local supply chains to ensure quality and support local economies.

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What is 'KM0'?

KM0 refers to products that are sourced locally, minimizing transportation distance and environmental impact. It is a key aspect of organic food marketing, emphasizing freshness and sustainability.

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Organic Private Labels

Large retailers like Corte Inglés, Aldi, and Carrefour offer their own private label organic food products. This allows them to control quality and pricing, while building brand recognition within the organic market.

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Organic Food Growth

The organic food market has experienced significant growth since 2010, but this growth slowed down in 2015. This suggests that the market is maturing and becoming increasingly competitive.

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Study Notes

Competitive Strategy Study Notes

  • Session 1: Introduction to Strategy Part 1

    • The course explores strategy, strategic thinking, and strategizing.
    • Key concepts, tools, and principles of strategy formulation and competitive analysis are covered.
    • Strategic thinking is the mental process for generating business insights and opportunities.
    • Strategizing is understanding practical activities within an organization.
    • The course objectives include developing strategic skills and gaining a broader organizational vision.
    • The course methodology is based on Mintzberg's triangle: Science (theory), Art (creativity and insights beyond the obvious), and Craft (learning from industry leaders).

  • Session 1: Introduction to Strategy Part 1 - Exploring Failure of Companies

    • Companies like Kodak, GM, Blockbuster, Delta, WorldCom, and Lehman Brothers share common reasons for failure: inability to adapt, overconfidence (the "too big to fail" mentality), failure to focus on customer needs, and focusing on the short term instead of long-term strategy.

  • Session 2: Introduction to Strategy Part 2

    • The macroenvironment is analyzed, which includes factors like customers, community, suppliers, and governments.
    • Strategy is about achieving objectives through considerations of long-term planning (vision, mission, and values) and flexibility in adapting to changes in the environment.
    • The concept of strategy includes both planned and emergent strategies.

  • Session 2: Introduction to Strategy Part 2 - A basic strategic analysis model

    • A model for strategic analysis is introduced, which includes macro-industry analysis (5 forces, industry value chain), micro-industry analysis, strategic dimensions, and the company's strengths, weaknesses, opportunities, and threats (SWOT).
    • The PESTEL framework is also used to understand the various aspects of the macro-environment.

  • Session 3: Looking at the Industry

    • Analyzing industries like Apple and Epic Games and the automobile sector is part of industry analysis.
    • The goal of this section is to understand companies within their respective industries, specifically the drivers and sources of profitability. This also includes how companies adapt to change and what determines a competitive advantage.

  • Session 4: Types of Strategy

    • This section analyzes multiple types of strategies, such as differentiation, cost leadership, focus, and hybrid strategies. These strategies help define how companies compete in particular contexts.
    • It also looks at Business Units and why they are important to corporate success.

  • Session 5: Alternative Competitive Advantage

    • This section shifts from typical competitive strategic approaches (Differentiation and Cost Leadership) to describe other forms, such as Blue Ocean and Red Ocean strategies.
    • Red Ocean strategies focus on existing markets while Blue Oceans focus on creating new ones.

  • Session 6: Casa Ametller vs. Veritas

    • Detailed comparison of two companies and their value propositions when competing with one another in a particular market is analyzed.
    • The companies' strategies and value propositions are compared to understand why there are market share differences. The case study analyzes the strategic positioning of each company over time.

  • Session 7: Resources and Capabilities

    • A Resource-Based View (RBV) is used to understand company value.
    • Key factors in creating a competitive advantage come from analyzing the strengths and capabilities within a company. This includes understanding and evaluating tangible and intangible resources.

  • Session 8: Developing RR&CC

    • This session focuses on the dynamic nature of resources and capabilities in responding to market changes and how they can be developed.
    • It examines the importance of dynamic capabilities – sensing, seizing, and reconfiguring - and provides examples from industry contexts.

  • Session 9: Understanding Platform Business Models

    • Definition and exploration of platform business models (like Glovo) and their unique characteristics, including the dynamic interaction between consumers, providers, and the platform itself. Different types of platforms, like transaction and innovation platforms, are analyzed, as are network effects. Tactics for attracting users are also examined.

  • Session 10: Value Chain

    • Introduction to the industry value chain and company value chain.
    • The factors influencing value creation and the concept of value migration are examined.
    • The activity analysis helps to identify core activities crucial for the organization's success, and support activities which aid them. The value chain's importance in understanding competitive advantage and how companies can change the rules of the game to capture more value is highlighted. Vertical integration is also covered as a strategy to improve control over the value chain.

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Competitive Strategy - Carla Pujol Echevarría PDF

Description

This quiz explores key concepts in strategic analysis and change management. Participants will answer questions about emergent strategies, external factors affecting change, and the macroenvironment analysis. Suitable for those looking to deepen their understanding of strategic management principles.

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