: Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (): Arthur A. Thompson Jr, Margaret. Become aware of factors in a company’s broad macro-environment that may have strategic significance. Gain command of the basic concepts and analytical. Develop an awareness of the five most basic strategic approaches for winning a sustainable competitive advantage. Understand that a company’s strategy tends .

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Does the industry offer attractive opportunities for growth? Step 2 Evaluate how strong the pressures stemming from each of the five forces are strong, moderate to normal, or weak. Identifying the drivers of change.

Is the collective impact of the drivers of change making competition more or less intense? Profit prospects vary from strategic group to strategic syrategy.

Crafting & Executing Strategy 18e

What factors are driving changes in the industry, and what impact will these changes have on competitive intensity and industry profitability? What product attributes and service features buyers strongly affect buyers when choosing between the competing brands of sellers?

Does the industry offer good prospects for attractive profits? Determining what strategy changes are needed to prepare for the impacts of the anticipated change. Forecasting and demand measurement Is the ability.

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Technological factors The pace of technological change and technical developments that have the potential for wide-ranging effects on society, such as genetic engineering, the rise of the Internet, changes in communication technologies, and knowledge and controlling the use of technology, Global forces Conditions and changes in global markets, including political events and policies toward international trade, sociocultural practices and the institutional environment in which global markets operate.


What are the key factors for competitive success in etrategy industry? Social forces Societal values, attitudes, cultural factors, and exectuing that impact businesses. Which group is in the most favorable position?

A Key Analytical Tool 3—10 Using the Five-Forces Model of Competition Step 1 For each of the five forces, identify the different parties involved, and the specific factors that bring about competitive pressures. What strategic moves are rivals likely to make next?

The Most Common Drivers of Industry Change Changes in the long-term industry growth rate Increasing globalization Changes in who buys the product and how they use it Technological change Emerging crating Internet capabilities and applications Product and marketing innovation Entry or exit of major firms Diffusion of technical know-how across companies and countries Improvements in efficiency in adjacent markets Reductions in uncertainty and business risk Regulatory influences and government policy changes Changing societal concerns, attitudes, and lifestyles 3—27 Assessing the Impact of the Factors Driving Industry Change 1.

Political, legal, Political policies and processes, as well as the regulations and laws with which and regulatory companies must comply—labor laws, antitrust laws, tax policy, regulatory policies, the political climate, and the strength of institutions such as the court system. Become adept at mapping the market positions of key groups of industry rivals. Prevailing competitive pressures in the industry stratety drivers of change favor some strategic groups and hurt others.

Industry’s dominant economic traits Competitive forces and strength. What kinds of competitive forces are industry members facing, and how strong is each force?


General economic conditions Rates of economic growth, unemployment, inflation, interest, trade deficits or surpluses, savings, per capita domestic product, and conditions in the markets for stocks and bonds affecting consumer confidence and discretionary income.

Social forces vary by locale and change over time. What resources and competitive capabilities are required for a firm 18s execute a successful strategy in the marketplace? Learn how to diagnose the factors shaping industry dynamics and to forecast their effects on future industry profitability.

Crafting & Executing Strategy 18e

Spotting attractive arenas for expansion, where competitive pressures in the industry are somewhat weaker. It includes the geographic distribution of the population, the distribution of income across the population, and trends in these factors. Will the combined impacts of the change drivers lead to higher or lower industry profitability? Assessing whether the drivers of change are, individually or collectively, acting to make the industry more or less attractive.

Step 3 Determine whether the strength of the five competitive forces, overall, is conducive to earning attractive profits in the industry. Which rivals are financially able and anr to make an acquisition?

What market positions do industry rivals occupy—who is strongly positioned and who is not? Growth does not guarantee profitability. What shortcomings will put a firm at a significant competitive disadvantage?