The document discusses competitive strategies and competitive advantage. It defines competitive advantage and explains how firms can obtain it through controlling resources that others do not have, doing something better than competitors, or doing something competitors cannot do. It also discusses Porter's generic competitive strategies of cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs while differentiation involves offering unique products/services.
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Developed by Dr. Robert A. Sevier, senior vice president, strategy, with Stamats, this presentation will help college and university professionals understanding how competitive advantages in higher education really work, and how to develop sustainable sources of competitive advantage.
Collaboration is not an option. Everything is available to everyone. Your business needs strategies for competitive advantage. This presentation helps you to start thinking in the direction.
Developing Sustainable Competitive Advantages for Colleges and UniversitiesStamats
Developed by Dr. Robert A. Sevier, senior vice president, strategy, with Stamats, this presentation will help college and university professionals understanding how competitive advantages in higher education really work, and how to develop sustainable sources of competitive advantage.
Collaboration is not an option. Everything is available to everyone. Your business needs strategies for competitive advantage. This presentation helps you to start thinking in the direction.
Strategic Characterisation Matrix - How to apply Porter’s Five Forces thinkin...Lawrence (Laurie) Phillips
How to apply Porter’s Five Forces thinking to determine which of the Five Strategic Objectives (Divest, Harvest, Maintain, Grow, Enter) should be implemented by a business.
Using either Porter’s generic strategies or the Strategy Clock, identify examples of organisations following strategies of differentiation, low cost or low price, and stuck-in-the middle or hybrid. How successful are these strategies?
Strategic Characterisation Matrix - How to apply Porter’s Five Forces thinkin...Lawrence (Laurie) Phillips
How to apply Porter’s Five Forces thinking to determine which of the Five Strategic Objectives (Divest, Harvest, Maintain, Grow, Enter) should be implemented by a business.
Using either Porter’s generic strategies or the Strategy Clock, identify examples of organisations following strategies of differentiation, low cost or low price, and stuck-in-the middle or hybrid. How successful are these strategies?
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A summary presentation of Chapter 5 of the book "Crafting and Executing Strategy, (SIE): The Quest for Competitive Advantage: Concepts and Cases, 14/e"
http://highered.mcgraw-hill.com/sites/0070600899/information_center_view0/
1
CHAPTER
4
BUSINESS-LEVEL STRATEGY
Chapter 2
The External Environment
Chapter 3
The Internal Organization
Vision
Mission
Chapter 4
Business-Level Strategy
Chapter 5
Competitive Rivalry and Dynamics
Chapter 6
Corporate-Level Strategy
Chapter 7
Merger and Acquisition Strategy
Chapter 8
International Strategy
Chapter 9
Cooperative Strategy
Strategy formulation
Strategic Competitiveness
Above-Average Returns
Chapter 10
Corporate Governance
Chapter 11
Organizational Structure and Controls
Chapter 12
Strategic Leadership
Chapter 13
Strategic Entrepreneurship
Strategy implementation
Analysis
Strategy
Performance
The Strategic Management Process
A-S-P model
Chapter 4:
BUSINESS-LEVEL STRATEGY
Chapter overview:
Defining business-level strategy
Customers: their relationship with business-level strategies
The purpose of a business-level strategy
Types of business-level strategies (link with Value chain and 5 forces)
3
Introduction
Strategy – increasingly important to a firm’s success and concerned with making choices among two or more alternatives. Choices dictated by
External environment
Internal resources, capabilities and core competencies
Examples from gaming industry (King Digital Entertainment vs. EA)
4
Introduction
Business level-strategy – integrated and coordinated set of commitments and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets
Generic strategy – a strategy that can be used by any organization competing in any industry
5
Introduction
6
A firm must use a Business Level Strategy
It is not necessary to use all the corporate level strategies, acquisition, restructuring, international…
From the dry cleaner to the multinational corporation – a firm must choose at least one business-level strategy
The business level strategy is the core strategy - the strategy that the firm forms to describe how it intends to compete in the product market
Introduction
7
In terms of customers, when selecting a business-level strategy the firm determines:
who will be served,
what needs those target customers have that it will satisfy, and
how those needs will be satisfied
Customers: Their Relationship with Business-Level Strategies
8
8
Strategic competitiveness results when firm can satisfy customers by using its competitive advantages
Returns earned are the lifeblood of firm
Most successful companies satisfy current customers and/or meet needs of new customers
Customers: Their Relationship with Business-Level Strategies
9
Five components in customer relationships
1. Effectively managing relationships with customers
Deliver superior value
Strong interactive relationships is foundation
2. Reach, richness and affiliation
Access and connection to customers
Depth and detail of two-way flow of information between firm and customer
Facilitating useful interactions with customers – viewing the world from the customer’s eyes
9
...
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
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12. Strategic Group Map of Competitors in Video Game Industry Overall Cost to Players of Video Games Low Medium High Distribn Channels Online Sites Consoles Arcades Home PC’s Sony Sega Nintendo etc. Arcade operators, Coin-operated machines MSN gaming Zone AOL HEAT Publishers of games on CD-ROMs
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