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Questions and Answers
What is the primary focus of the value chain analysis in strategic analysis?
What is the primary focus of the value chain analysis in strategic analysis?
Which of the following best captures the essence of a sustainable competitive advantage?
Which of the following best captures the essence of a sustainable competitive advantage?
When comparing the strategic management processes, top-down strategic planning primarily involves which characteristic?
When comparing the strategic management processes, top-down strategic planning primarily involves which characteristic?
Which of the following is a key benefit of stakeholder analysis?
Which of the following is a key benefit of stakeholder analysis?
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The Five-Force Model is used to evaluate what aspect of the business environment?
The Five-Force Model is used to evaluate what aspect of the business environment?
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What differentiates a sustainable competitive advantage from a competitive advantage?
What differentiates a sustainable competitive advantage from a competitive advantage?
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Which best describes the role of switching costs in competitive strategy?
Which best describes the role of switching costs in competitive strategy?
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Which type of strategy focuses primarily on the overall scope of the organization?
Which type of strategy focuses primarily on the overall scope of the organization?
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What is the main purpose of the PESTEL framework in strategic management?
What is the main purpose of the PESTEL framework in strategic management?
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In which level of analysis is VRIO analysis primarily utilized?
In which level of analysis is VRIO analysis primarily utilized?
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What does the term 'strategic parities' refer to?
What does the term 'strategic parities' refer to?
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What key factor contributes to the creation of barriers to entry in an industry?
What key factor contributes to the creation of barriers to entry in an industry?
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What are dynamic capabilities primarily focused on?
What are dynamic capabilities primarily focused on?
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Which analysis focuses on the relationships between different activities within a firm to determine value creation?
Which analysis focuses on the relationships between different activities within a firm to determine value creation?
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What is the primary focus of stakeholder analysis in strategic management?
What is the primary focus of stakeholder analysis in strategic management?
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Study Notes
Key Concepts in Strategic Management
- Strategy: A plan of action designed to achieve long-term goals and objectives in a competitive environment.
- Competitive Advantage: The unique strengths that enable an organization to outperform competitors.
- Sustainable Competitive Advantage: Long-lasting benefits that cannot easily be replicated by competitors.
- Strategic Parity: A situation where firms possess equal levels of competitive advantage.
- Competitive Disadvantage: Weaknesses that hinder an organization’s ability to compete effectively.
- Strategic Management Process: A systematic approach to formulating and implementing strategies.
- Corporate Strategy: Overall direction for a company, including decisions about business acquisitions and divestitures.
- Business Strategy: How a company competes in a particular market.
- Global Strategy: Strategic approaches to compete in international markets.
- Functional Strategy: Specific actions within departments (marketing, finance) to support overall strategy.
Strategic Planning Approaches
- Top-Down Strategic Planning: Centralized approach where senior management sets the strategy.
- Scenario Planning: Development of scenarios to anticipate future changes and strategize accordingly.
- Planned Emergence: Flexibility in strategy formulation allowing adaptation to changing circumstances.
Vision, Mission, and Objectives
- Vision: Aspirational long-term goals for the organization.
- Mission: Purpose of the organization; why it exists.
- Strategic Objectives: Specific measurable targets aligned with the mission.
Environmental and Industry Structure
- General Environment: External factors impacting the firm, including economic, social, technological, and legal aspects.
- Industry: A group of businesses that share similar products or services.
- Types of Competition: Varying industry structures such as monopoly, oligopoly, and perfect competition.
Market Dynamics
- Barriers to Entry: Obstacles preventing new competitors from entering the market.
- Barriers to Exit: Challenges associated with leaving a market, making it difficult for firms to exit.
- Barriers to Imitation: Factors that prevent competitors from copying successful strategies, also known as isolation mechanisms.
- Mobility Barriers: Constraints that hinder firms' ability to move into or out of strategic groups.
- Switching Costs: Expenses incurred by consumers when changing providers.
- Economies of Scale: Cost advantages gained through production volume increases.
- Learning Curve Effects: Cost reductions resulting from increased experience and efficiency.
- Bargaining Power: The influence stakeholders have over prices and terms of business.
Strategic Configuration and Lifecycle
- Strategic Groups: A cluster of firms in an industry following similar strategies.
- Industry Life Cycle: Stages through which industries pass, including introduction, growth, maturity, and decline.
Value Creation
- Value Chain: Framework illustrating primary and support activities that create value.
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Firm Resources:
- Tangible Resources: Physical and financial assets.
- Intangible Resources: Non-physical assets like brand reputation and intellectual property.
- Core Competencies: Unique strengths that differentiate a firm from its competitors.
- Organizational Capabilities: The ability of an organization to effectively utilize resources.
- Dynamic Capabilities: The firm's capacity to adapt, reconfigure, and deploy resources in response to market changes.
Performance and Stakeholders
- Shareholder Value Creation: Financial performance measured by stock prices and dividends.
- Economic Value Creation: The value created when a firm's products exceed the cost of production and service.
- Stakeholders: All parties with interest in the firm's activities, including employees, customers, suppliers, and the community.
- Non-Financial Performance: Evaluated through tools like the balanced scorecard and the triple bottom line, focusing on social and environmental impact.
Strategic Analysis Models
- Five-Force Model: Analyzes competitive forces within an industry to assess its attractiveness.
- PESTEL Framework: Evaluates external environmental factors such as Political, Economic, Social, Technological, Environmental, and Legal influences.
- Value-Chain Analysis: Identifies key activities within the organization that create value and competitive advantage.
- VRIO Analysis: Evaluates resources based on Value, Rarity, Imitability, and Organization to assess competitive potential.
- Value-Price-Cost (V-P-C) Analysis: Assesses the relationship among value offered, price charged, and costs incurred.
- Financial Performance Analysis: Involves interpreting various accounting ratios to assess a firm's financial health.
Case Studies Insights
- Disney: Examined strategies relating to brand management, diversification, and global expansion.
- Airborne Express: Focused on competitive positioning, operational efficiency, and innovations in logistics.
Key Concepts
- Strategy: A plan of action to achieve long-term goals.
- Competitive Advantage: Unique strengths that enable a company to outperform competitors.
- Sustainable Competitive Advantage: Long-lasting edge over competitors that is difficult to replicate.
- Strategic Parity: Achieving equivalent performance to competitors without a competitive edge.
- Competitive Disadvantage: A condition that puts a company at a lesser position in the market compared to competitors.
Strategic Management Process
- Strategic Management Process: A systematic method to plan, implement, and evaluate strategies.
- Corporate, Business, Global, Functional Strategy: Different levels and focus areas of strategy—corporate focuses on overall direction, business on competition within an industry, global on worldwide operations, and functional on specific departments.
Planning Approaches
- Top-Down Strategic Planning: Centralized decision-making from higher management.
- Scenario Planning: Anticipating future scenarios to prepare strategies.
- Planned Emergence: Flexible strategy development based on ongoing organizational learning and adaptation.
Organizational Goals
- Vision: Long-term aspirations of an organization.
- Mission: Purpose of the organization defining its core contributions.
- Strategic Objectives: Specific, measurable targets that guide decision-making.
Market Context
- General Environment: Broader socio-economic factors affecting operations.
- Industry: A group of companies offering products/services that are closely related.
- Types of Competition: Various market structures including perfect competition, monopolistic competition, oligopoly, and monopoly.
Barriers and Costs
- Barriers to Entry: Obstacles that make it difficult for new competitors to enter the market.
- Barriers to Exit: Factors that prevent firms from leaving the market.
- Barriers to Imitation: Mechanisms that protect a company's unique advantages.
- Mobility Barriers: Restrictions affecting the ability to move between strategic groups within an industry.
- Switching Costs: Costs incurred by customers when changing suppliers.
- Economies of Scale: Cost advantages reaped by companies when production becomes efficient.
- Learning Curve Effects: Decreasing costs or increasing efficiency as production experience grows.
- Bargaining Power: The influence a party has in negotiations, affecting pricing and terms.
Groups and Life Cycle
- Strategic Groups: Clusters of firms within an industry sharing similar strategies.
- Industry Life Cycle: Stages an industry goes through from introduction, growth, maturity to decline.
Value and Resources
- Value Chain: Framework outlining primary (operations, marketing) and support (HR, technology) activities that create value.
- Firm Resources: Tangible (physical assets) and intangible (brand reputation, intellectual property) assets that contribute to competitive advantage.
- Core Competencies: Unique strengths that are critical for success.
- Organizational Capabilities: Skills and abilities that allow firms to effectively utilize resources.
- Dynamic Capabilities: The ability to adapt and renew competencies as the market changes.
Value Creation
- Shareholder Value Creation: Increasing stock price and dividends for shareholders.
- Economic Value Creation: Generating value by exceeding the costs of resources used.
- Stakeholders: Individuals or groups affected by a company's actions, including employees, customers, and suppliers.
Performance Metrics
- Non-Financial Performance: Metrics such as balanced scorecard and triple bottom line that assess broader impacts beyond profit.
Analytical Models
- The Five-Force Model: Analyzes industry competitiveness and profitability factors (industry level).
- PESTEL Framework: Evaluates external macro-environmental factors (industry level).
- Value-Chain Analysis: Examines internal activities for value generation (firm level).
- VRIO Analysis: Assesses resources and capabilities for competitive advantage (individual resource or capability level).
- V-P-C Analysis: Evaluates value proposition against competitors (firm level).
- Financial Performance Analysis: Involves analyzing accounting ratios to gauge financial health (firm level).
Case Studies Takeaways
- Disney: Importance of innovation and diversified portfolio in maintaining competitive advantage.
- Airborne Express: Strategies in niche markets and the significance of operational efficiency.
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Description
Prepare for your Exam 1 in Strategic Management covering Chapters 1-5 and key concepts from Chapter 7. This guide includes definitions of essential terms such as strategy, competitive advantage, and the strategic management process. Review these critical ideas to achieve success in your exam.
