Suche senden
Hochladen
MAN 009 - PPT - MODULE 2 - CANVAS - New 1.ppt
•
Als PPT, PDF herunterladen
•
0 gefällt mir
•
39 views
T
TRICIAMARIEARGUELLES
Folgen
The External and Internal Assessment Strategic Management A Competitive Approach
Weniger lesen
Mehr lesen
Business
Melden
Teilen
Melden
Teilen
1 von 61
Jetzt herunterladen
Empfohlen
Chap003
Chap003
Avinash Kumar
Strategies in Action
Strategies in Action
Noel Buensuceso
Strategic Management: Concepts & Cases CH:01
Strategic Management: Concepts & Cases CH:01
KaleemSarwar2
Strategy formulation : functional strategy & Strategy Choice
Strategy formulation : functional strategy & Strategy Choice
Tayyab Hameed
Porter Competitive Advantage Strategy
Porter Competitive Advantage Strategy
Wisnu Dewobroto
Strategic management-concepts Fred R. David (2007)
Strategic management-concepts Fred R. David (2007)
Berry Satria Hendrawan, CISCP
Strategic Management: Concepts & Cases Chapter 05
Strategic Management: Concepts & Cases Chapter 05
KaleemSarwar2
Lecture chapter 3
Lecture chapter 3
jillmitchell8778
Empfohlen
Chap003
Chap003
Avinash Kumar
Strategies in Action
Strategies in Action
Noel Buensuceso
Strategic Management: Concepts & Cases CH:01
Strategic Management: Concepts & Cases CH:01
KaleemSarwar2
Strategy formulation : functional strategy & Strategy Choice
Strategy formulation : functional strategy & Strategy Choice
Tayyab Hameed
Porter Competitive Advantage Strategy
Porter Competitive Advantage Strategy
Wisnu Dewobroto
Strategic management-concepts Fred R. David (2007)
Strategic management-concepts Fred R. David (2007)
Berry Satria Hendrawan, CISCP
Strategic Management: Concepts & Cases Chapter 05
Strategic Management: Concepts & Cases Chapter 05
KaleemSarwar2
Lecture chapter 3
Lecture chapter 3
jillmitchell8778
Strategy Analysis and Choice
Strategy Analysis and Choice
Noel Buensuceso
Strategic Mangement Lecture 4
Strategic Mangement Lecture 4
jillmitchell8778
MBA 713 - Chapter 13
MBA 713 - Chapter 13
iDocs
Chapter 4 the internal assessment
Chapter 4 the internal assessment
Mervyn Maico Aldana
Strategy Analysis and Choice
Strategy Analysis and Choice
Noel Buensuceso
Ch4 Internal Assessment: Strategic Management
Ch4 Internal Assessment: Strategic Management
Triune Global
Strategic Management Slides - Chapter 3 "the External Assessment"
Strategic Management Slides - Chapter 3 "the External Assessment"
Rabia Rajput
Resource Based View Theory .ppt
Resource Based View Theory .ppt
HeeteshKumar1
David sm13 ppt_10
David sm13 ppt_10
Rizwanah Parwin
External Environment
External Environment
sam ran
External assessment strategic management
External assessment strategic management
kristinatambis
STRATEGIC OUTSOURCING
STRATEGIC OUTSOURCING
Zamri Yahya
The External Assessment
The External Assessment
Noel Buensuceso
Strategic Management Slides - Chapter 4 "the Internal Assessment"
Strategic Management Slides - Chapter 4 "the Internal Assessment"
Rabia Rajput
Strategic Management - Lecture 1
Strategic Management - Lecture 1
jillmitchell8778
14 Direct Investment and Collaborative Strategies
14 Direct Investment and Collaborative Strategies
Brent Weeks
Lecture chapter 5
Lecture chapter 5
jillmitchell8778
David sm13 ppt_08
David sm13 ppt_08
Rizwanah Parwin
David sm13 ppt_09
David sm13 ppt_09
Rizwanah Parwin
David sm13 ppt_06
David sm13 ppt_06
Rizwanah Parwin
ch 3 [Autosaved].ppt
ch 3 [Autosaved].ppt
waleedelfeel
External Audit.ppt
External Audit.ppt
FatimaHabib39
Weitere ähnliche Inhalte
Was ist angesagt?
Strategy Analysis and Choice
Strategy Analysis and Choice
Noel Buensuceso
Strategic Mangement Lecture 4
Strategic Mangement Lecture 4
jillmitchell8778
MBA 713 - Chapter 13
MBA 713 - Chapter 13
iDocs
Chapter 4 the internal assessment
Chapter 4 the internal assessment
Mervyn Maico Aldana
Strategy Analysis and Choice
Strategy Analysis and Choice
Noel Buensuceso
Ch4 Internal Assessment: Strategic Management
Ch4 Internal Assessment: Strategic Management
Triune Global
Strategic Management Slides - Chapter 3 "the External Assessment"
Strategic Management Slides - Chapter 3 "the External Assessment"
Rabia Rajput
Resource Based View Theory .ppt
Resource Based View Theory .ppt
HeeteshKumar1
David sm13 ppt_10
David sm13 ppt_10
Rizwanah Parwin
External Environment
External Environment
sam ran
External assessment strategic management
External assessment strategic management
kristinatambis
STRATEGIC OUTSOURCING
STRATEGIC OUTSOURCING
Zamri Yahya
The External Assessment
The External Assessment
Noel Buensuceso
Strategic Management Slides - Chapter 4 "the Internal Assessment"
Strategic Management Slides - Chapter 4 "the Internal Assessment"
Rabia Rajput
Strategic Management - Lecture 1
Strategic Management - Lecture 1
jillmitchell8778
14 Direct Investment and Collaborative Strategies
14 Direct Investment and Collaborative Strategies
Brent Weeks
Lecture chapter 5
Lecture chapter 5
jillmitchell8778
David sm13 ppt_08
David sm13 ppt_08
Rizwanah Parwin
David sm13 ppt_09
David sm13 ppt_09
Rizwanah Parwin
David sm13 ppt_06
David sm13 ppt_06
Rizwanah Parwin
Was ist angesagt?
(20)
Strategy Analysis and Choice
Strategy Analysis and Choice
Strategic Mangement Lecture 4
Strategic Mangement Lecture 4
MBA 713 - Chapter 13
MBA 713 - Chapter 13
Chapter 4 the internal assessment
Chapter 4 the internal assessment
Strategy Analysis and Choice
Strategy Analysis and Choice
Ch4 Internal Assessment: Strategic Management
Ch4 Internal Assessment: Strategic Management
Strategic Management Slides - Chapter 3 "the External Assessment"
Strategic Management Slides - Chapter 3 "the External Assessment"
Resource Based View Theory .ppt
Resource Based View Theory .ppt
David sm13 ppt_10
David sm13 ppt_10
External Environment
External Environment
External assessment strategic management
External assessment strategic management
STRATEGIC OUTSOURCING
STRATEGIC OUTSOURCING
The External Assessment
The External Assessment
Strategic Management Slides - Chapter 4 "the Internal Assessment"
Strategic Management Slides - Chapter 4 "the Internal Assessment"
Strategic Management - Lecture 1
Strategic Management - Lecture 1
14 Direct Investment and Collaborative Strategies
14 Direct Investment and Collaborative Strategies
Lecture chapter 5
Lecture chapter 5
David sm13 ppt_08
David sm13 ppt_08
David sm13 ppt_09
David sm13 ppt_09
David sm13 ppt_06
David sm13 ppt_06
Ähnlich wie MAN 009 - PPT - MODULE 2 - CANVAS - New 1.ppt
ch 3 [Autosaved].ppt
ch 3 [Autosaved].ppt
waleedelfeel
External Audit.ppt
External Audit.ppt
FatimaHabib39
Chp-03.ppt
Chp-03.ppt
NasirMehmood666923
strategic management chapter 3 of external audit
strategic management chapter 3 of external audit
elahiwadood6
david - External analysis-converted.pptx
david - External analysis-converted.pptx
seemakamran1
lecturechapter3-120701231440-phpapp02.pptx
lecturechapter3-120701231440-phpapp02.pptx
ShahidRandhwa
Presentation Week 02.pptx
Presentation Week 02.pptx
sarathe11
SM CH 3 THE EXTERNAL AUDIT
SM CH 3 THE EXTERNAL AUDIT
Shadina Shah
David_SMCC16ge_ppt07 (2).pptx
David_SMCC16ge_ppt07 (2).pptx
Livyasri
chap3-strategic.ppt
chap3-strategic.ppt
JhagantiniPalanivelu1
chap3-strategic (1).ppt
chap3-strategic (1).ppt
ArielTupaz
Advertising and Campaign planning
Advertising and Campaign planning
Dr. Anupama S. Kotur (Kaddi)
Value Chain.ppt
Value Chain.ppt
ssuser0fae86
david_sm13_ppt_03.ppt
david_sm13_ppt_03.ppt
GulEFarisFaris
david_sm13_ppt_03.ppt
david_sm13_ppt_03.ppt
GulEFarisFaris
External Audit | Nature Of External Audit | Industrial Organization View | Ex...
External Audit | Nature Of External Audit | Industrial Organization View | Ex...
FaHaD .H. NooR
wheelan14ech08.pptx
wheelan14ech08.pptx
Bipin664634
David sm13 ppt_03
David sm13 ppt_03
Rizwanah Parwin
Porter's 5 forces & PESTLE analysis.docx
Porter's 5 forces & PESTLE analysis.docx
YashAgarwal750419
Ch 1 2013QUIZ strategic management concepts &cases 11th edition by Fred
Ch 1 2013QUIZ strategic management concepts &cases 11th edition by Fred
حمد بوجرادة
Ähnlich wie MAN 009 - PPT - MODULE 2 - CANVAS - New 1.ppt
(20)
ch 3 [Autosaved].ppt
ch 3 [Autosaved].ppt
External Audit.ppt
External Audit.ppt
Chp-03.ppt
Chp-03.ppt
strategic management chapter 3 of external audit
strategic management chapter 3 of external audit
david - External analysis-converted.pptx
david - External analysis-converted.pptx
lecturechapter3-120701231440-phpapp02.pptx
lecturechapter3-120701231440-phpapp02.pptx
Presentation Week 02.pptx
Presentation Week 02.pptx
SM CH 3 THE EXTERNAL AUDIT
SM CH 3 THE EXTERNAL AUDIT
David_SMCC16ge_ppt07 (2).pptx
David_SMCC16ge_ppt07 (2).pptx
chap3-strategic.ppt
chap3-strategic.ppt
chap3-strategic (1).ppt
chap3-strategic (1).ppt
Advertising and Campaign planning
Advertising and Campaign planning
Value Chain.ppt
Value Chain.ppt
david_sm13_ppt_03.ppt
david_sm13_ppt_03.ppt
david_sm13_ppt_03.ppt
david_sm13_ppt_03.ppt
External Audit | Nature Of External Audit | Industrial Organization View | Ex...
External Audit | Nature Of External Audit | Industrial Organization View | Ex...
wheelan14ech08.pptx
wheelan14ech08.pptx
David sm13 ppt_03
David sm13 ppt_03
Porter's 5 forces & PESTLE analysis.docx
Porter's 5 forces & PESTLE analysis.docx
Ch 1 2013QUIZ strategic management concepts &cases 11th edition by Fred
Ch 1 2013QUIZ strategic management concepts &cases 11th edition by Fred
Kürzlich hochgeladen
Best Basmati Rice Manufacturers in India
Best Basmati Rice Manufacturers in India
Shree Krishna Exports
Keppel Ltd. 1Q 2024 Business Update Presentation Slides
Keppel Ltd. 1Q 2024 Business Update Presentation Slides
KeppelCorporation
Russian Faridabad Call Girls(Badarpur) : ☎ 8168257667, @4999
Russian Faridabad Call Girls(Badarpur) : ☎ 8168257667, @4999
Tina Ji
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
Ethan lee
Boost the utilization of your HCL environment by reevaluating use cases and f...
Boost the utilization of your HCL environment by reevaluating use cases and f...
Roland Driesen
Ensure the security of your HCL environment by applying the Zero Trust princi...
Ensure the security of your HCL environment by applying the Zero Trust princi...
Roland Driesen
BEST ✨ Call Girls In Indirapuram Ghaziabad ✔️ 9871031762 ✔️ Escorts Service...
BEST ✨ Call Girls In Indirapuram Ghaziabad ✔️ 9871031762 ✔️ Escorts Service...
noida100girls
Lucknow 💋 Escorts in Lucknow - 450+ Call Girl Cash Payment 8923113531 Neha Th...
Lucknow 💋 Escorts in Lucknow - 450+ Call Girl Cash Payment 8923113531 Neha Th...
anilsa9823
Mondelez State of Snacking and Future Trends 2023
Mondelez State of Snacking and Future Trends 2023
Neil Kimberley
Progress Report - Oracle Database Analyst Summit
Progress Report - Oracle Database Analyst Summit
Holger Mueller
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Lviv Startup Club
Grateful 7 speech thanking everyone that has helped.pdf
Grateful 7 speech thanking everyone that has helped.pdf
Paul Menig
HONOR Veterans Event Keynote by Michael Hawkins
HONOR Veterans Event Keynote by Michael Hawkins
Michael W. Hawkins
Unlocking the Secrets of Affiliate Marketing.pdf
Unlocking the Secrets of Affiliate Marketing.pdf
Online Income Engine
9599632723 Top Call Girls in Delhi at your Door Step Available 24x7 Delhi
9599632723 Top Call Girls in Delhi at your Door Step Available 24x7 Delhi
Call Girls in Delhi
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
Any kyc Account
0183760ssssssssssssssssssssssssssss00101011 (27).pdf
0183760ssssssssssssssssssssssssssss00101011 (27).pdf
Renandantas16
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
Call Girls In Delhi Whatsup 9873940964 Enjoy Unlimited Pleasure
Call Girls in Gomti Nagar - 7388211116 - With room Service
Call Girls in Gomti Nagar - 7388211116 - With room Service
discovermytutordmt
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
Delhi Call girls
Kürzlich hochgeladen
(20)
Best Basmati Rice Manufacturers in India
Best Basmati Rice Manufacturers in India
Keppel Ltd. 1Q 2024 Business Update Presentation Slides
Keppel Ltd. 1Q 2024 Business Update Presentation Slides
Russian Faridabad Call Girls(Badarpur) : ☎ 8168257667, @4999
Russian Faridabad Call Girls(Badarpur) : ☎ 8168257667, @4999
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
Boost the utilization of your HCL environment by reevaluating use cases and f...
Boost the utilization of your HCL environment by reevaluating use cases and f...
Ensure the security of your HCL environment by applying the Zero Trust princi...
Ensure the security of your HCL environment by applying the Zero Trust princi...
BEST ✨ Call Girls In Indirapuram Ghaziabad ✔️ 9871031762 ✔️ Escorts Service...
BEST ✨ Call Girls In Indirapuram Ghaziabad ✔️ 9871031762 ✔️ Escorts Service...
Lucknow 💋 Escorts in Lucknow - 450+ Call Girl Cash Payment 8923113531 Neha Th...
Lucknow 💋 Escorts in Lucknow - 450+ Call Girl Cash Payment 8923113531 Neha Th...
Mondelez State of Snacking and Future Trends 2023
Mondelez State of Snacking and Future Trends 2023
Progress Report - Oracle Database Analyst Summit
Progress Report - Oracle Database Analyst Summit
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Grateful 7 speech thanking everyone that has helped.pdf
Grateful 7 speech thanking everyone that has helped.pdf
HONOR Veterans Event Keynote by Michael Hawkins
HONOR Veterans Event Keynote by Michael Hawkins
Unlocking the Secrets of Affiliate Marketing.pdf
Unlocking the Secrets of Affiliate Marketing.pdf
9599632723 Top Call Girls in Delhi at your Door Step Available 24x7 Delhi
9599632723 Top Call Girls in Delhi at your Door Step Available 24x7 Delhi
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
KYC-Verified Accounts: Helping Companies Handle Challenging Regulatory Enviro...
0183760ssssssssssssssssssssssssssss00101011 (27).pdf
0183760ssssssssssssssssssssssssssss00101011 (27).pdf
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
VVVIP Call Girls In Greater Kailash ➡️ Delhi ➡️ 9999965857 🚀 No Advance 24HRS...
Call Girls in Gomti Nagar - 7388211116 - With room Service
Call Girls in Gomti Nagar - 7388211116 - With room Service
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
MAN 009 - PPT - MODULE 2 - CANVAS - New 1.ppt
1.
The External and Internal Assessment
2.
Chapter Objectives 1. Discuss
the major external forces 2. Discuss important forecasting tools used in strategic management. 3. Discuss the importance of monitoring external trends and events 4. Explain how to develop an EFE Matrix. 5. Explain how to develop a Competitive Profile Matrix. 6. Discuss market commonality and resource similarity in relation to competitive analysis. 3-2 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
3.
Chapter Objectives 7. Describe
how to perform an internal strategic- management audit. 8. Discuss the Resource-Based View (RBV) in strategic management. 9. Identify the basic functions or activities that make up management, marketing, finance/accounting production/operations, research and development, and management information systems. 10.Discuss an Internal Factor Evaluation (IFE) Matrix. 4-3 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
4.
External Audit External audit
focuses on identifying and evaluating trends and events beyond the control of a single firm reveals key opportunities and threats confronting an organization so that managers can formulate strategies to take advantage of the opportunities and avoid or reduce the impact of threats 3-4 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
5.
The Nature of
an External Audit The external audit is aimed at identifying key variables that offer actionable responses Firms should be able to respond either offensively or defensively to the factors by formulating strategies that take advantage of external opportunities or that minimize the impact of potential threats. 3-5 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
6.
A Comprehensive Strategic- Management
Model 3-6 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
7.
Key External Forces External
forces can be divided into eight(8) broad categories: 1. Economic factors. 2. Social factors, 3. Cultural factors, 4. Demographic factors, 5. Natural environment factors, 6. political, governmental, and legal factors, 7. technological factors, and 8. competitive factors 3-7 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
8.
Relationships Between Key
External Forces and an Organization 3-8 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
9.
The Process of
Performing an External Audit First, gather competitive intelligence and information about economic, social, cultural, demographic, environmental, political, governmental, legal, and technological trends. 3-9 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
10.
The Process of
Performing an External Audit Information should be assimilated and evaluated A final list of the most important key external factors should be communicated 3-10 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
11.
The Process of
Performing an External Audit Key external factors should be: 1. important to achieving long-term and annual objectives 2. measurable 3. applicable to all competing firms, and 4. hierarchical in the sense that some will pertain to the overall company and others will be more narrowly focused on functional or divisional areas 3-11 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
12.
The Industrial Organization (I/O)
View The Industrial Organization (I/O) approach to competitive advantage advocates that external (industry) factors are more important than internal factors in a firm for achieving competitive advantage. 3-12 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
13.
Economic Forces 3-13 Copyright ©2013
Pearson Education, Inc. publishing as Prentice Hall
14.
Key Social, Cultural,
Demographic, and Natural Environment Variables 3-14 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
15.
Political, Governmental, and Legal
Forces The increasing global interdependence among economies, markets, governments, and organizations makes it imperative that firms consider the possible impact of political variables on the formulation and implementation of competitive strategies. 3-15 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
16.
Political, Government, and Legal
Variables 3-16 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
17.
Technological Forces The Internet
has changed the very nature of opportunities and threats by: altering the life cycles of products, increasing the speed of distribution, creating new products and services, erasing limitations of traditional geographic markets, changing the historical trade-off between production standardization and flexibility. 3-17 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
18.
Technological Forces The Internet
is altering economies of scale, changing entry barriers, and redefining the relationship between industries and various suppliers, creditors, customers, and competitors 3-18 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
19.
Technological Forces Many firms
now have a Chief Information Officer (CIO) and a Chief Technology Officer (CTO) who work together to ensure that information needed to formulate, implement, and evaluate strategies is available where and when it is needed 3-19 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
20.
Technological Forces Technological advancements
can: Create new markets, Result in a proliferation of new and improved products, Change the relative competitive cost positions in an industry, Render existing products and services obsolete. 3-20 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
21.
Competitive Forces An important
part of an external audit is identifying rival firms and determining their strengths, weaknesses, capabilities, opportunities, threats, objectives, and strategies 3-21 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
22.
Competitive Forces Characteristics of
the most competitive companies: 1.Market share matters 2.Understand and remember precisely what business you are in 3.Whether it’s broke or not, fix it–make it better 4.Innovate or evaporate 5.Acquisition is essential to growth 6.People make a difference 7.There is no substitute for quality 3-22 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
23.
Market Commonality and Resource
Similarity Market commonality the number and significance of markets that a firm competes in with rivals Resource similarity the extent to which the type and amount of a firm’s internal resources are comparable to a rival 3-23 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
24.
The Five-Forces Model
of Competition 3-24 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
25.
The Five-Forces Model
of Competition 1. Identify key aspects or elements of each competitive force that impact the firm. 2. Evaluate how strong and important each element is for the firm. 3. Decide whether the collective strength of the elements is worth the firm entering or staying in the industry. 3-25 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
26.
The Five-Forces Model Rivalry
among competing firms Most powerful of the five forces Focus on competitive advantage of strategies over other firms 3-26 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
27.
The Five-Forces Model 3-27 Copyright
©2013 Pearson Education, Inc. publishing as Prentice Hall
28.
The Five-Forces Model Potential
Entry of New Competitors Barriers to entry are important Quality, pricing, and marketing can overcome barriers 3-28 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
29.
The Five-Forces Model Potential
development of substitute products Pressure increases when: • Prices of substitutes decrease • Consumers’ switching costs decrease 3-29 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
30.
The Five-Forces Model Bargaining
Power of Suppliers is increased when there are: Large numbers of suppliers Few substitutes Costs of switching raw materials is high Backward integration is gaining control or ownership of suppliers 3-30 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
31.
The Five-Forces Model Bargaining
power of consumers Customers being concentrated or buying in volume affects intensity of competition Consumer power is higher where products are standard or undifferentiated 3-31 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
32.
Conditions Where Consumers
Gain Bargaining Power 1. If buyers can inexpensively switch 2. If buyers are particularly important 3. If sellers are struggling in the face of falling consumer demand 4. If buyers are informed about sellers’ products, prices, and costs 5. If buyers have discretion in whether and when they purchase the product 3-32 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
33.
Forecasting Tools and Techniques Forecasts
educated assumptions about future trends and events quantitative, qualitative techniques 3-33 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
34.
Industry Analysis: The
External Factor Evaluation (EFE) Matrix Economic Social Cultural Demographic Environmental Political Governmental Technological Competitive Legal 3-34 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
35.
EFE Matrix Steps 1.
List key external factors 2. Weight from 0 to 1 3. Rate effectiveness of current strategies 4. Multiply weight * rating 5. Sum weighted scores 3-35 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
36.
EFE Matrix for
a Local Ten- Theater Cinema Complex 3-36 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
37.
Industry Analysis: Competitive Profile
Matrix (CPM) Identifies firm’s major competitors and their strengths & weaknesses in relation to a sample firm’s strategic positions Critical success factors include internal and external issues 3-37 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
38.
An Example Competitive Profile
Matrix 3-38 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
39.
Key Internal Forces Distinctive
competencies A firm’s strengths that cannot be easily matched or imitated by competitors Building competitive advantages involves taking advantage of distinctive competencies. 4-39 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
40.
The Resource-Based View
(RBV) The Resource-Based View (RBV) approach contends that internal resources are more important for a firm than external factors in achieving and sustaining competitive advantage 4-40 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
41.
The Resource-Based View
(RBV) Proponents of the RBV contend that organizational performance will primarily be determined by internal resources that can be grouped into three all- encompassing categories: physical resources, human resources, and organizational resources 4-41 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
42.
The Resource-Based View
(RBV) For a resource to be valuable, it must be either (1) rare, (2) hard to imitate, or (3) not easily substitutable These three characteristics of resources enable a firm to implement strategies that improve its efficiency and effectiveness and lead to a sustainable competitive advantage 4-42 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
43.
Example Cultural Products Defined 4-43 Copyright
©2013 Pearson Education, Inc. publishing as Prentice Hall
44.
Management The functions
of management consist of five basic activities: planning, organizing, motivating, staffing, and controlling. These activities are important to assess in strategic planning because an organization should continually capitalize on its management strengths and improve on its management weaknesses. 4-44 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
45.
The Basic Functions
of Management 4-45 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
46.
Marketing Marketing the process
of defining, anticipating, creating, and fulfilling customers’ needs and wants for products and services 4-46 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
47.
Functions of Marketing Customer
analysis Selling products/services Product and service planning Pricing Distribution Marketing research Opportunity analysis 4-47
48.
Finance/Accounting Functions The functions
of finance/accounting comprise three decisions: 1. the investment decision 2. the financing decision 3. the dividend decision 4-48 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
49.
Finance/Accounting Functions Investment decision
the allocation and reallocation of capital and resources to projects, products, assets, and divisions of an organization Financing decision determines the best capital structure for the firm and includes examining various methods by which the firm can raise capital 4-49 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
50.
Finance/Accounting Functions Dividend decisions
concern issues such as the percentage of earnings paid to stockholders, the stability of dividends paid over time, and the repurchase or issuance of stock determine the amount of funds that are retained in a firm compared to the amount paid out to stockholders 4-50 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
51.
A Summary of
Key Financial Ratios 4-51 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
52.
A Summary of
Key Financial Ratios 4-52 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
53.
A Summary of
Key Financial Ratios 4-53 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
54.
A Summary of
Key Financial Ratios 4-54 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
55.
Production/Operations 4-55 Production/operations function consists
of all those activities that transforms inputs into goods and services Production/operations management deals with inputs, transformations, and outputs that vary across industries and markets. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
56.
The Basic Functions
(Decisions) Within Production/Operations 4-56 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
57.
Research and Development
Audit 1. Does the firm have R&D facilities? Are they adequate? 2. If outside R&D firms are used, are they cost-effective? 3. Are the organization’s R&D personnel well qualified? 4. Are R&D resources allocated effectively? 5. Are management information and computer systems adequate? 6. Is communication between R&D and other organizational units effective? 7. Are present products technologically competitive? 4-57 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
58.
Management Information Systems A
management information system’s purpose is to improve the performance of an enterprise by improving the quality of managerial decisions An effective information system thus collects, codes, stores, synthesizes, and presents information in such a manner that it answers important operating and strategic questions 4-58 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
59.
Benchmarking Benchmarking an analytical
tool used to determine whether a firm’s value chain activities are competitive compared to rivals and thus conducive to winning in the marketplace entails measuring costs of value chain activities across an industry to determine “best practices” 4-59 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
60.
The Internal Factor
Evaluation (IFE) Matrix 1. List key internal factors as identified in the internal-audit process 2. Assign a weight that ranges from 0.0 (not important) to 1.0 (all-important) to each factor 3. Assign a 1-to-4 rating to each factor to indicate whether that factor represents a strength or weakness 4. Multiply each factor’s weight by its rating to determine a weighted score for each variable 5. Sum the weighted scores for each variable to determine the total weighted score for the organization 4-60 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
61.
A Sample Internal
Factor Evaluation Matrix for a Retail Computer Store 4-61 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
Jetzt herunterladen