Competing For Advantage. Part II – Strategic Analysis Chapter 3 – The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis. The Strategic Management Process. External Environments. Key Terms
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Competing For Advantage
Part II – Strategic Analysis
Chapter 3 – The External Environment:
Opportunities, Threats, Industry Competition,
and Competitor Analysis
The ways in which competitive analysis provides insight into the attractiveness of an industry by determining its potential for above-average returns over the long term
How can a firm use its “code of ethics” as it analyzes the external environment?
What ethical issues, if any, may be relevant to a firm’s monitoring of its external environment? Does use of the Internet to monitor the environment lead to additional ethical issues? If so, what are they?
What is an ethical issue associated with each segment of a firm’s general environment? Are firms across the globe doing enough to deal with this issue?
Why are ethical practices critical in the relationships between a firm and its suppliers?
In an intense rivalry, especially one that involves competition in the global marketplace, how can the firm gather competitor intelligence ethically while maintaining its competitiveness?
What makes an intelligence-gathering practice ethical or not ethical? Do you see this changing as the world’s economies become more interdependent? If so, why? Do you see this changing because of the Internet? If so, how?