Strategic Advantage: Difference between revisions
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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 | * 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]] | ||
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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 | * 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 | ||
==Ways to Analyze Strategic Advantage== | ==Ways to Analyze Strategic Advantage== | ||
Latest revision as of 15:45, 9 January 2013
Sources of Strategic Advantage:
- 1Describing 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, The Core Competency of the Organization (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 Ghoshal MNEs
Country-Specific Advantage 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
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
- 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 corporate strategy - over extension, change in technology or environment?
- Do not forget to use the appendices to the Case Study
- Branding and Brand Portfolio can be used to create a CA
Ways to Analyze Strategic Advantage
- Look at the Macro Environment using PEST
- Analyze the Industry using Porter
- 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
- If we are looking at Multi-business co look at CSA, Diamonds, Ghoshal, MNE's, turnaround strategies, Entrepreneurs, Diversification, Stick to the Knitting
- 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, etc
