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GNANA VISHNU VARMA POTHURI
GNANA VISHNU VARMA POTHURI

business policies and strategies

Business
1 von 63
BUSINESS POLICY & STRATEGY MODULE – 2 COMPETITIVE ADVANTAGE Dr. MARAMRAJU PADMAKAR RAO
REFERENCES: ,[object Object],[object Object],[object Object]
STRATEGIC PLANNING PROCESS MISSION & GOALS SWOT STRAT. CHOICE EXTERNAL OPP & THREATS INTERNAL STRENGTHS WEAKNESS FUNCTIONAL BUSINESS GLOBAL CORPORATE STRATEGIES CORP. PERFORM- -ANCE IMPL. IN FIRM IMPL.IN INDUSTRY FEEDBACK
EXTERNAL ENVIRONMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
INDUSTRY COMPETITIVE ANALYSIS ,[object Object],[object Object],[object Object]
PORTER’S FIVE FORCES MODEL RISK OF ENTRY BY POTENTIAL COMPETITORS INTENSITY OF RIVALRY AMONG FIRMS BARGAINING POWER OF SUPPLIERS BARGAINING POWER OF BUYERS THREAT OF SUBSTITUTES
[object Object],[object Object],[object Object],[object Object],PORTER’S FIVE FORCES MODEL
PORTER’S FIVE FORCES MODEL …contd ,[object Object],[object Object],[object Object],[object Object],[object Object]
PORTER’S FIVE FORCES MODEL …contd ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PORTER’S FIVE FORCES MODEL …contd
PORTER’S FIVE FORCES MODEL …contd ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PORTER’S FIVE FORCES MODEL …contd ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PORTER’S FIVE FORCES MODEL …contd ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
INDUSTRY COMPETITIVE ANALYSIS ,[object Object],[object Object],[object Object]
Strategic Groups within Industry ,[object Object],[object Object],[object Object],[object Object],[object Object],PROPRIETARY GROUP MERCK PFIZER Eli Lilly GENERIC GROUP FOREST LABS CARTER ICN
IMPLICATIONS OF THE STRATEGIC GROUPS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
INDUSTRY COMPETITIVE ANALYSIS ,[object Object],[object Object],[object Object]
INDUSTRY LIFE CYCLE ANALYSIS *---Competitive Changes During Industry Evolution ,[object Object],[object Object],[object Object],[object Object],[object Object]
Industry Life Cycle Demand Time Embryonic Growth Maturity Decline Shake out
1.EMBRYONIC INDUSTRIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
2.GROWTH INDUSTRIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
3.INDUSTRY SHAKEOUT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
4.MATURE INDUSTRIES ,[object Object],[object Object],[object Object],[object Object],[object Object]
5. DECLINING INDUSTRIES ,[object Object],[object Object],[object Object],[object Object],[object Object]
THE MACRO ENVIRONMENT* ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],RISK OF ENTRY BY POTENTIAL COMPETITORS INTENSITY OF RIVALRY AMONG FIRMS BARGAINING POWER OF SUPPLIERS BARGAINING POWER OF BUYERS THREAT OF SUBSTITUTES
1. ECONOMIC FORCES ,[object Object],[object Object],[object Object],[object Object]
2. TECHNOLOGICAL FORCES ,[object Object],[object Object],[object Object],[object Object],[object Object]
3. DEMOGRAPHIC FORCES: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
4. SOCIAL FORCES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
5. POLITICAL & LEGAL FORCES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
GLOBALIZATION OF INDUSTRY STRUCTURE ,[object Object],[object Object],[object Object],[object Object]
IMPLICATIONS OF GLOBALIZATION ,[object Object],[object Object],[object Object],[object Object]
NATIONAL COMPETITIVE ADVANTAGE* Attributes: ,[object Object],[object Object],[object Object],[object Object]
NATIONAL COMPETITIVE ADVANTAGE* NATIONAL COMPETITIVE ADVANTAGE FACTOR CONDITIONS INTENSITY OF RIVALRY LOCAL DEMAND CONDITIONS COMPETITI- VENESS OF SUP. INDUS
1. Factor Endowments : ,[object Object],[object Object]
2.Local Demand Conditions: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
3.COMPETITIVENESS OF RELATED AND SUPPORTING INDUSTRIES: ,[object Object],[object Object],[object Object]
4. INTENSITY OF RIVALRY: ,[object Object],[object Object],[object Object],[object Object]
STRATEGIC PLANNING PROCESS MISSION & GOALS SWOT STRAT. CHOICE EXTERNAL OPP & THREATS INTERNAL STRENGTHS WEAKNESS FUNCTIONAL BUSINESS GLOBAL CORPORATE STRATEGIES CORP. PERFORM- -ANCE IMPL. IN FIRM IMPL.IN INDUSTRY FEEDBACK
INTERNAL ANALYSIS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CRITICAL ISSUES IN INTERNAL ANALYSIS ,[object Object],[object Object],[object Object]
GENERIC BUILDING BLOCKS OF COMPETITIVE ADVANTAGE* ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
GENERIC BUILDING BLOCKS OF COMPETITIVE ADVANTAGE Superior Quality Comp. Adv *Low Cost . *Differentiation Superior Efficiency Superior Customer Responsive- -ness Superior Innovation
1.EFFICIENCY: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
2. QUALITY & RELIABILITY : ,[object Object],[object Object],[object Object],[object Object]
3. INNOVATION : ,[object Object],[object Object],[object Object],[object Object]
4. RESPONSIVENESS TO CUSTOMERS : ,[object Object],[object Object],[object Object],[object Object],[object Object]
DISTINCTIVE COMPETENCIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
STRATEGY, RESOURCES, CAPABILITIES AND COMPETENCIES RESOURCES DISTINCTIVE COMPETEN- -CIES CAPABILITIES STRATEGIES COMPETITIVE ADVANTAGE SUPERIOR PROFITA- -BILITY
RESOURCES: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CAPABILITIES: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
COMPETITIVE ADVANTAGE AND VALUE CREATION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
VALUE CREATION: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],V-P P-C C
ROOTS OF COMPETITIVE ADVANTAGE RESOURCES DISTINCTIVE COMPETEN- -CIES CAPABILITIES SUPERIOR FACTORS VALUE CREATION SUPERIOR PROFITA- -BILITY DIFFEREN- CIATION LOW COST
THE DURABILITY OF COMPETITIVE ADVANTAGE* ,[object Object],[object Object],[object Object]
BARRIERS TO IMITATION: ARE FACTORS THAT MAKE IT DIFFICULT FOR A COMPETITOR TO COPY A COMPANY’S DISTINCTIVE COMPETENCIES ,[object Object],[object Object],[object Object],[object Object],[object Object]
CAPABILITY OF COMPETITORS : ,[object Object],[object Object],[object Object],[object Object],[object Object]
INDUSTRY DYNAMISM: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
AVOIDING FAILURE & SUSTAINING COMPETITIVE ADVANTAGE ,[object Object],[object Object],[object Object],[object Object]
Rising and Falling Companies ,[object Object],[object Object],[object Object],[object Object]
STEPS TO AVOID FAILURE ,[object Object],[object Object],[object Object],[object Object]
Assignment on Module -2 --To be submitted by 17 th Jan 2011 ,[object Object]

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Bpsm2

  • 1. BUSINESS POLICY & STRATEGY MODULE – 2 COMPETITIVE ADVANTAGE Dr. MARAMRAJU PADMAKAR RAO
  • 2.
  • 3. STRATEGIC PLANNING PROCESS MISSION & GOALS SWOT STRAT. CHOICE EXTERNAL OPP & THREATS INTERNAL STRENGTHS WEAKNESS FUNCTIONAL BUSINESS GLOBAL CORPORATE STRATEGIES CORP. PERFORM- -ANCE IMPL. IN FIRM IMPL.IN INDUSTRY FEEDBACK
  • 4.
  • 5.
  • 6. PORTER’S FIVE FORCES MODEL RISK OF ENTRY BY POTENTIAL COMPETITORS INTENSITY OF RIVALRY AMONG FIRMS BARGAINING POWER OF SUPPLIERS BARGAINING POWER OF BUYERS THREAT OF SUBSTITUTES
  • 7.
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  • 19. Industry Life Cycle Demand Time Embryonic Growth Maturity Decline Shake out
  • 20.
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  • 35. NATIONAL COMPETITIVE ADVANTAGE* NATIONAL COMPETITIVE ADVANTAGE FACTOR CONDITIONS INTENSITY OF RIVALRY LOCAL DEMAND CONDITIONS COMPETITI- VENESS OF SUP. INDUS
  • 36.
  • 37.
  • 38.
  • 39.
  • 40. STRATEGIC PLANNING PROCESS MISSION & GOALS SWOT STRAT. CHOICE EXTERNAL OPP & THREATS INTERNAL STRENGTHS WEAKNESS FUNCTIONAL BUSINESS GLOBAL CORPORATE STRATEGIES CORP. PERFORM- -ANCE IMPL. IN FIRM IMPL.IN INDUSTRY FEEDBACK
  • 41.
  • 42.
  • 43.
  • 44. GENERIC BUILDING BLOCKS OF COMPETITIVE ADVANTAGE Superior Quality Comp. Adv *Low Cost . *Differentiation Superior Efficiency Superior Customer Responsive- -ness Superior Innovation
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.
  • 50. STRATEGY, RESOURCES, CAPABILITIES AND COMPETENCIES RESOURCES DISTINCTIVE COMPETEN- -CIES CAPABILITIES STRATEGIES COMPETITIVE ADVANTAGE SUPERIOR PROFITA- -BILITY
  • 51.
  • 52.
  • 53.
  • 54.
  • 55. ROOTS OF COMPETITIVE ADVANTAGE RESOURCES DISTINCTIVE COMPETEN- -CIES CAPABILITIES SUPERIOR FACTORS VALUE CREATION SUPERIOR PROFITA- -BILITY DIFFEREN- CIATION LOW COST
  • 56.
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  • 63.