PPT-CHAPTER 8 Strategy Formulation Part III : Competitive Strategy

Competitive Strategy Steps of Strategic Management Process Ch 4 amp 5 Ch 6 7 amp 8 Ch 9 amp 10 Ch 11 What is the goal Where will we play How will we win in chosen markets What capabilities must be in place to win. Purpose. What is the purpose of a business?. “The only valid purpose of a firm is to create a customer.” Peter . Drucker. .. Get customers and keep them.. Strategy. Michael Porter of the Harvard Business School developed the concept of strategy around 1980.. . Information Systems, Organizations, and Strategy. LEARNING OBJECTIVES. Management Information Systems. Chapter 3 Information Systems, Organizations, and Strategy. Identify and describe important features of organizations that managers need to know about in order to build and use information systems successfully.. BSAD 141. Dave Novak. BDIS: 1.2 (13-26). Lecture Outline. Business Strategy. Competitive Advantage. Goals versus Objectives. Porter’s 5 Forces Model. Value Chains. How do . information systems . fit in? . and Strategic Choice. Chapter 8. Learning Objectives. Identify a variety of functional . strategies that . can be used to achieve . organizational goals . and objectives. Understand . what activities and . Japanese Strategy PRISMS. How much should citizens be expected to sacrifice on behalf of their nation? . What’s wrong with national independence & isolation, even in the 21 century?. What’s wrong with win-lose trade in a competitive world?. Chapter 6: Formulating Business Unit Strategy. Sterling Rose. Justin Simpson. Krista Wells. Gwen Singleton. Wayni. Hebert. Introduction. It involves creating competitive strategy within the industry.. and Strategic Choice. Chapter 8. Learning Objectives. Identify a variety of functional . strategies that . can be used to achieve . organizational goals . and objectives. Understand . what activities and . Global Strategies & the multinational corporation. Team 5. Rachel Parrish. Nikki . Chaib. Banner Owen. Alex Gonzalez. Internationalism. Most important and pervasive force that has reshaped the competitive environment of business during the past half-century.. Facilitators:. . Basanta . Raj . Sigdel. Santosh . Koirala. 2. Environment Analysis. Analysis and diagnosis of an organization, often referred to as an . Organization Audit . or SWOT analysis. Undertaken to assess an organization’s ability to deal with its Internal and External Environment by identifying its Strengths, Weaknesses, Opportunities and Threats. Marketing Principle #3. All . Competitors . React .  Managing Sustainable Competitive Advantage. Agenda. Introduction. Approaches for Managing Sustainable Competitive Advantage. Evolution of Sustainable Competitive Advantage in Marketing. Strategy. Šárka Zapletalová. zapletalova. @. opf.slu.cz. . Strategy Formulation. Business . strategy. We are concentrated at . Business . strategy . - which is focused on . improving . the competitive position of a company’s or . : Corporate Strategy. Steps of Strategic Management Process. Ch. 4 & 5. Ch. 6, 7, & 8. Ch. 9 & 10. Ch. 11. What is . the goal?. Where will we play. How will we win in chosen markets?. What capabilities must be in place to win?. : Mission and Vision. Steps of Strategic Management Process. Ch. 4 & 5. Ch. 6, 7, & 8. Ch. 9 & 10. Ch. 11. SWOT Matrix . WO Strategy. (make up for weaknesses and capture opportunities). joint venture, vertical integration, or . . People, Leadership, and Culture. Bongsun Kim. Korea University Business School. Steps of Strategic Management Process. Ch. 4 & 5. Ch. 6, 7, & 8. Ch. 9 & 10. Ch. 11. CEO Characteristics - Strategy Fit.