Strategic Advantage - Revision history

Paulreed: /* Thinking about Strategic Advantage */

2013-01-09T20:45:54Z

Thinking about Strategic Advantage

← Older revision		Revision as of 15:45, 9 January 2013
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	==Thinking about Strategic Advantage==		==Thinking about Strategic Advantage==
	* Remember to contrast and compare the different approach give opinions and recommendations. For instance you cannot use Core Competence if your businesses are all different - at least not in tangible way. And what complementary approaches were used		* Remember to contrast and compare the different approach give opinions and recommendations. For instance you cannot use Core Competence if your businesses are all different - at least not in tangible way. And what complementary approaches were used
	* How do the forms of CA enable the firm to carry out its strategy - that is - How does it allow them to create value - Through Competence, Low Cost - Mergers, International expansion		* How do the forms of CA enable the firm to carry out its strategy? - that is - How does it allow them to create value - Through Competence, Low Cost - Mergers, International expansion
	* What are the risks of adopting a particular ~~corp~~ strategy - over extension, change in technology or environment?		* What are the risks of adopting a particular corporate strategy - over extension, change in technology or environment?
	* Do not forget to use the appendices to the Case Study		* Do not forget to use the appendices to the Case Study
	* Branding and Brand Portfolio can be used to create a CA		* Branding and Brand Portfolio can be used to create a CA
	* Make sure you are answering the whole question and understand the full scope
	* Use the frameworks by using examples taken from the text
	* Use headings and subheadings


	==Ways to Analyze Strategic Advantage==		==Ways to Analyze Strategic Advantage==

Paulreed: /* Sources of Strategic Advantage: */

2012-10-31T16:08:22Z

Sources of Strategic Advantage:

← Older revision		Revision as of 11:08, 31 October 2012
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	* 4. Industry Analysis - [[Porter's Five Forces]] [[Porter's Value Chain]], [[Strategy Cycle]] STP		* 4. Industry Analysis - [[Porter's Five Forces]] [[Porter's Value Chain]], [[Strategy Cycle]] STP
	* 5. Competitive Position - [[Porter's Generic Strategy]] [[Strategic Group]] [[Competitive Advantage]] [[Strategic Assets]]		* 5. Competitive Position - [[Porter's Generic Strategy]] [[Strategic Group]] [[Competitive Advantage]] [[Strategic Assets]]
	* 6. Strategic Capability (Firm Level) - [[SWOT Analysis]] matching with the macro environment [[Resource Based View]], [[The Core Competency of the ~~Organizationl~~]] ([[author::Prahalad]] and [[author::Hamel]] [[Core Competence in Practice]] [[Entrepreneurs]] and Intrapreneurs, [[Sequential Entry Strategies]]		* 6. Strategic Capability (Firm Level) - [[SWOT Analysis]] matching with the macro environment [[Resource Based View]], [[The Core Competency of the Organization]] ([[author::Prahalad]] and [[author::Hamel]] [[Core Competence in Practice]] [[Entrepreneurs]] and Intrapreneurs, [[Sequential Entry Strategies]]
	* 7. [[Parenting Advantage]] [[Parenting Style]] [[Portfolio Management]] Resource Allocation and Control [[Boston Box]] Corporate Restructuring, [[Turnaround Strategies]] [[M&A]] [[Balanced Scorecard]] [[GE Attractiveness]] [[Sharpbender]]		* 7. [[Parenting Advantage]] [[Parenting Style]] [[Portfolio Management]] Resource Allocation and Control [[Boston Box]] Corporate Restructuring, [[Turnaround Strategies]] [[M&A]] [[Balanced Scorecard]] [[GE Attractiveness]] [[Sharpbender]]
	* 8. International and Global Advantages [[Porter's Diamond of National Advantage]], The Value chain and international strategy [[author::Ghoshal]] [[MNEs]]		* 8. International and Global Advantages [[Porter's Diamond of National Advantage]], The Value chain and international strategy [[author::Ghoshal]] [[MNEs]]

Paulreed: /* Sources of Strategic Advantage: */

2012-10-31T16:07:55Z

Sources of Strategic Advantage:

← Older revision		Revision as of 11:07, 31 October 2012
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	* 4. Industry Analysis - [[Porter's Five Forces]] [[Porter's Value Chain]], [[Strategy Cycle]] STP		* 4. Industry Analysis - [[Porter's Five Forces]] [[Porter's Value Chain]], [[Strategy Cycle]] STP
	* 5. Competitive Position - [[Porter's Generic Strategy]] [[Strategic Group]] [[Competitive Advantage]] [[Strategic Assets]]		* 5. Competitive Position - [[Porter's Generic Strategy]] [[Strategic Group]] [[Competitive Advantage]] [[Strategic Assets]]
	* 6. Strategic Capability (Firm Level) - [[SWOT Analysis]] matching with the macro environment [[Resource Based View]], [[author::Prahalad and Hamel]] [[Core Competence in Practice]] [[Entrepreneurs]] and Intrapreneurs, [[Sequential Entry Strategies]]		* 6. Strategic Capability (Firm Level) - [[SWOT Analysis]] matching with the macro environment [[Resource Based View]], [[The Core Competency of the Organizationl]] ([[author::Prahalad]] and [[author::Hamel]] [[Core Competence in Practice]] [[Entrepreneurs]] and Intrapreneurs, [[Sequential Entry Strategies]]
	* 7. [[Parenting Advantage]] [[Parenting Style]] [[Portfolio Management]] Resource Allocation and Control [[Boston Box]] Corporate Restructuring, [[Turnaround Strategies]] [[M&A]] [[Balanced Scorecard]] [[GE Attractiveness]] [[Sharpbender]]		* 7. [[Parenting Advantage]] [[Parenting Style]] [[Portfolio Management]] Resource Allocation and Control [[Boston Box]] Corporate Restructuring, [[Turnaround Strategies]] [[M&A]] [[Balanced Scorecard]] [[GE Attractiveness]] [[Sharpbender]]
	* 8. International and Global Advantages [[Porter's Diamond of National Advantage]], The Value chain and international strategy [[author::Ghoshal]] [[MNEs]]		* 8. International and Global Advantages [[Porter's Diamond of National Advantage]], The Value chain and international strategy [[author::Ghoshal]] [[MNEs]]
	[[Country-Specific Advantage]] [[Double Diamond]] [[Flagship Firm]] [[Managing MNE's]] [[Diversification]] [[Triads]]		[[Country-Specific Advantage]] [[author::Porter]]'s [[Double Diamond]] [[Flagship Firm]] [[Managing MNE's]] [[Diversification]] [[Triads]]
	* 9. Strategy and New Economy [[Network Externalities]] [[Modular v Architectural Innovation]] [[Tipping Point]] [[Co-Evolution]]		* 9. Strategy and New Economy [[Network Externalities]] [[Modular v Architectural Innovation]] [[Tipping Point]] [[Co-Evolution]]

Paulreed: /* Sources of Strategic Advantage: */

2012-10-31T14:57:42Z

Sources of Strategic Advantage:

← Older revision		Revision as of 09:57, 31 October 2012
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	* 4. Industry Analysis - [[Porter's Five Forces]] [[Porter's Value Chain]], [[Strategy Cycle]] STP		* 4. Industry Analysis - [[Porter's Five Forces]] [[Porter's Value Chain]], [[Strategy Cycle]] STP
	* 5. Competitive Position - [[Porter's Generic Strategy]] [[Strategic Group]] [[Competitive Advantage]] [[Strategic Assets]]		* 5. Competitive Position - [[Porter's Generic Strategy]] [[Strategic Group]] [[Competitive Advantage]] [[Strategic Assets]]
	* 6. Strategic Capability (Firm Level) - [[SWOT Analysis]] matching with the macro environment [[Resource Based View]] [[Prahalad and Hamel]] [[Core Competence in Practice]] [[Entrepreneurs]] and Intrapreneurs, [[Sequential Entry Strategies]]		* 6. Strategic Capability (Firm Level) - [[SWOT Analysis]] matching with the macro environment [[Resource Based View]], [[author::Prahalad and Hamel]] [[Core Competence in Practice]] [[Entrepreneurs]] and Intrapreneurs, [[Sequential Entry Strategies]]
	* 7. [[Parenting Advantage]] [[Parenting Style]] [[Portfolio Management]] Resource Allocation and Control [[Boston Box]] Corporate Restructuring, [[Turnaround Strategies]] [[M&A]] [[Balanced Scorecard]] [[GE Attractiveness]] [[Sharpbender]]		* 7. [[Parenting Advantage]] [[Parenting Style]] [[Portfolio Management]] Resource Allocation and Control [[Boston Box]] Corporate Restructuring, [[Turnaround Strategies]] [[M&A]] [[Balanced Scorecard]] [[GE Attractiveness]] [[Sharpbender]]
	* 8. International and Global Advantages [[Porter's Diamond of National Advantage]], The Value chain and international strategy [[author::Ghoshal]] [[MNEs]]		* 8. International and Global Advantages [[Porter's Diamond of National Advantage]], The Value chain and international strategy [[author::Ghoshal]] [[MNEs]]

Paulreed: /* Sources of Strategic Advantage: */

2012-10-31T14:48:45Z

Sources of Strategic Advantage:

← Older revision		Revision as of 09:48, 31 October 2012
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	* 6. Strategic Capability (Firm Level) - [[SWOT Analysis]] matching with the macro environment [[Resource Based View]] [[Prahalad and Hamel]] [[Core Competence in Practice]] [[Entrepreneurs]] and Intrapreneurs, [[Sequential Entry Strategies]]		* 6. Strategic Capability (Firm Level) - [[SWOT Analysis]] matching with the macro environment [[Resource Based View]] [[Prahalad and Hamel]] [[Core Competence in Practice]] [[Entrepreneurs]] and Intrapreneurs, [[Sequential Entry Strategies]]
	* 7. [[Parenting Advantage]] [[Parenting Style]] [[Portfolio Management]] Resource Allocation and Control [[Boston Box]] Corporate Restructuring, [[Turnaround Strategies]] [[M&A]] [[Balanced Scorecard]] [[GE Attractiveness]] [[Sharpbender]]		* 7. [[Parenting Advantage]] [[Parenting Style]] [[Portfolio Management]] Resource Allocation and Control [[Boston Box]] Corporate Restructuring, [[Turnaround Strategies]] [[M&A]] [[Balanced Scorecard]] [[GE Attractiveness]] [[Sharpbender]]
	* 8. International and Global Advantages [[Porter's Diamond of National Advantage]], The Value chain and international strategy [[~~Goshal~~]] [[MNEs]]		* 8. International and Global Advantages [[Porter's Diamond of National Advantage]], The Value chain and international strategy [[author::Ghoshal]] [[MNEs]]
	[[Country-Specific Advantage]] [[Double Diamond]] [[Flagship Firm]] [[Managing MNE's]] [[Diversification]] [[Triads]]		[[Country-Specific Advantage]] [[Double Diamond]] [[Flagship Firm]] [[Managing MNE's]] [[Diversification]] [[Triads]]
	* 9. Strategy and New Economy [[Network Externalities]] [[Modular v Architectural Innovation]] [[Tipping Point]] [[Co-Evolution]]		* 9. Strategy and New Economy [[Network Externalities]] [[Modular v Architectural Innovation]] [[Tipping Point]] [[Co-Evolution]]

Paulreed at 14:46, 31 October 2012

2012-10-31T14:46:35Z

Paulreed: Created page with "Sources of Strategic Advantage Describing Strategy, Intended v Emergent Strategy 2. Micro Economics - MES, Econ of Scale, Price elasticity, Opportunity Costs 3. Macro..."

2010-12-22T01:53:30Z

Created page with "Sources of Strategic Advantage Describing Strategy, Intended v Emergent Strategy 2. Micro Economics - MES, Econ of Scale, Price elasticity, Opportunity Costs 3. Macro..."

New page

Sources of Strategic Advantage
[[Describing Strategy]], [[Intended v Emergent Strategy]]
2. Micro Economics - [[MES]], Econ of Scale, Price elasticity, Opportunity Costs
3. Macro Economics - Business Cycles, GDP, World Bank, OECD, Tiger Economies then Bubble - Thailand - Burgers and Exchange rates
3b. Macro-environment [[PEST]]
4. Industry Analysis - [[Porter's Five Forces]] [[Porter's Value Chain]], [[Strategy Cycle]] STP
5. Competitive Position - [[Porter's Generic Strategy]] [[Strategic Group]] [[Competitive Advantage]] [[Strategic Assets]]
6. Strategic Capability (Firm Level) - [[SWOT Analysis]] matching with the macro environment [[Resource Based View]] [[Prahalad and Hamel]] [[Core Competence in Practice]] [[Entrepreneurs]] and Intrapreneurs, [[Sequential Entry Strategies]]
7. [[Parenting Advantage]] [[Parenting Style]] [[Portfolio Management]] Resource Allocation and Control [[Boston Box]] Corporate Restructuring, [[Turnaround Strategies]] [[M&A]] [[Balanced Scorecard]] [[GE Attractiveness]] [[Sharpbender]]
8. International and Global Advantages [[Porter's Diamond of National Advantage]], The Value chain and international strategy [[Goshal]] [[MNEs]]
[[Country-Specific Advantage]] [[Double Diamond]] [[Flagship Firm]] [[Managing MNE's]] [[Diversification]] [[Triads]]
9. Strategy and New Economy [[Network Externalities]] [[Modular v Architectural Innovation]] [[Tipping Point]] [[Co-Evolution]]

General
* Remember to contrast and compare the different approach give opinions and recommendations. For instance you cannot use Core Cometence if your businesses are all different - at least not in tangible way. And what complementary approaches were used
* How do the forms of CA enable the firm to carry out its strategy - that is - How does it allow them to create value - Through Competence, Low Cost - Mergers, International expansion
* What are the risks of adopting a particulat corp strategy - over extention, change in technology or envrionment
* Dont forget to use the appendices to the Case Study
* Branding and Brand Portfolio can be used to create a CA
* make sure you are answering the whole question and understand the full scope
* Use the frameworks by using examples taken from the text
* Use headings and subheadings

Example
Look at the Macro Environment using PEST
Analyze the Industry using Porter
Determine the Competitive Posisiton using Generic Strategy
Determine its capability to use the chosen by looking at FSA's Core Competence, Parenting Advantage, Portfolio Management
If we are looking at Multi-business co look at CSA, Diamonds, Ghosal, MNE's, turnaround strategies, Entrepeneurs, Diversifcation, Stick to the Knitting
If we are looking at new economies mentio Network Externalities, Tipping Point Winner takes all
Use example of other firms to make the point. Canon/Xerox, Honda going in to

[[Category:Strategy]]

← Older revision		Revision as of 09:46, 31 October 2012
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	Sources of Strategic Advantage		==Sources of Strategic Advantage:==
	[[Describing Strategy]], [[Intended v Emergent Strategy]]		* 1[[Describing Strategy]], [[Intended v Emergent Strategy]]
	2. Micro Economics - [[MES]], Econ of Scale, Price elasticity, Opportunity Costs		* 2. Micro Economics - [[MES]], Econ of Scale, Price elasticity, Opportunity Costs
	3. Macro Economics - Business Cycles, GDP, World Bank, OECD, Tiger Economies then Bubble - Thailand - Burgers and Exchange rates		* 3. Macro Economics - Business Cycles, GDP, World Bank, OECD, Tiger Economies then Bubble - Thailand - Burgers and Exchange rates
	3b. Macro-environment [[PEST]]		* 3b. Macro-environment [[PEST]]
	4. Industry Analysis - [[Porter's Five Forces]] [[Porter's Value Chain]], [[Strategy Cycle]] STP		* 4. Industry Analysis - [[Porter's Five Forces]] [[Porter's Value Chain]], [[Strategy Cycle]] STP
	5. Competitive Position - [[Porter's Generic Strategy]] [[Strategic Group]] [[Competitive Advantage]] [[Strategic Assets]]		* 5. Competitive Position - [[Porter's Generic Strategy]] [[Strategic Group]] [[Competitive Advantage]] [[Strategic Assets]]
	6. Strategic Capability (Firm Level) - [[SWOT Analysis]] matching with the macro environment [[Resource Based View]] [[Prahalad and Hamel]] [[Core Competence in Practice]] [[Entrepreneurs]] and Intrapreneurs, [[Sequential Entry Strategies]]		* 6. Strategic Capability (Firm Level) - [[SWOT Analysis]] matching with the macro environment [[Resource Based View]] [[Prahalad and Hamel]] [[Core Competence in Practice]] [[Entrepreneurs]] and Intrapreneurs, [[Sequential Entry Strategies]]
	7. [[Parenting Advantage]] [[Parenting Style]] [[Portfolio Management]] Resource Allocation and Control [[Boston Box]] Corporate Restructuring, [[Turnaround Strategies]] [[M&A]] [[Balanced Scorecard]] [[GE Attractiveness]] [[Sharpbender]]		* 7. [[Parenting Advantage]] [[Parenting Style]] [[Portfolio Management]] Resource Allocation and Control [[Boston Box]] Corporate Restructuring, [[Turnaround Strategies]] [[M&A]] [[Balanced Scorecard]] [[GE Attractiveness]] [[Sharpbender]]
	8. International and Global Advantages [[Porter's Diamond of National Advantage]], The Value chain and international strategy [[Goshal]] [[MNEs]]		* 8. International and Global Advantages [[Porter's Diamond of National Advantage]], The Value chain and international strategy [[Goshal]] [[MNEs]]
	[[Country-Specific Advantage]] [[Double Diamond]] [[Flagship Firm]] [[Managing MNE's]] [[Diversification]] [[Triads]]		[[Country-Specific Advantage]] [[Double Diamond]] [[Flagship Firm]] [[Managing MNE's]] [[Diversification]] [[Triads]]
	9. Strategy and New Economy [[Network Externalities]] [[Modular v Architectural Innovation]] [[Tipping Point]] [[Co-Evolution]]		* 9. Strategy and New Economy [[Network Externalities]] [[Modular v Architectural Innovation]] [[Tipping Point]] [[Co-Evolution]]

	~~General~~		==Thinking about Strategic Advantage==
	* Remember to contrast and compare the different approach give opinions and recommendations. For instance you cannot use Core ~~Cometence~~ if your businesses are all different - at least not in tangible way. And what complementary approaches were used		* Remember to contrast and compare the different approach give opinions and recommendations. For instance you cannot use Core Competence if your businesses are all different - at least not in tangible way. And what complementary approaches were used
	* How do the forms of CA enable the firm to carry out its strategy - that is - How does it allow them to create value - Through Competence, Low Cost - Mergers, International expansion		* How do the forms of CA enable the firm to carry out its strategy - that is - How does it allow them to create value - Through Competence, Low Cost - Mergers, International expansion
	* What are the risks of adopting a ~~particulat~~ corp strategy - over ~~extention~~, change in technology or ~~envrionment~~		* What are the risks of adopting a particular corp strategy - over extension, change in technology or environment?
	* ~~Dont~~ forget to use the appendices to the Case Study		* Do not forget to use the appendices to the Case Study
	* Branding and Brand Portfolio can be used to create a CA		* Branding and Brand Portfolio can be used to create a CA
	* ~~make~~ sure you are answering the whole question and understand the full scope		* Make sure you are answering the whole question and understand the full scope
	* Use the frameworks by using examples taken from the text		* Use the frameworks by using examples taken from the text
	* Use headings and subheadings		* Use headings and subheadings


	~~Example~~		==Ways to Analyze Strategic Advantage==
	Look at the Macro Environment using PEST		*Look at the Macro Environment using PEST
	Analyze the Industry using Porter		*Analyze the Industry using [[author::Porter]]
	Determine the Competitive ~~Posisiton~~ using Generic Strategy		*Determine the Competitive Position using Generic Strategy
	Determine its capability to use the chosen by looking at FSA's Core Competence, Parenting Advantage, Portfolio Management		(Determine its capability to use the chosen by looking at FSA's Core Competence, Parenting Advantage, Portfolio Management
	If we are looking at Multi-business co look at CSA, Diamonds, ~~Ghosal~~, MNE's, turnaround strategies, ~~Entrepeneurs~~, ~~Diversifcation~~, Stick to the Knitting		*If we are looking at Multi-business co look at CSA, Diamonds, Ghoshal, MNE's, turnaround strategies, Entrepreneurs, Diversification, Stick to the Knitting
	If we are ~~looking at~~ new economies ~~mentio~~ Network Externalities, Tipping Point Winner takes all		*If you are investigating new economies mention Network Externalities, Tipping Point Winner takes all
	Use example of other firms to make the point. Canon/Xerox, Honda ~~going in to~~		*Use example of other firms to make the point. Canon/Xerox, Honda, etc


	[[Category:Strategy]]		[[Category:Strategy]]