Competitive strategies ch 5 of strategic management in action
Download
1 / 9

Competitive Strategies Ch .5 of Strategic Management in Action - PowerPoint PPT Presentation


  • 198 Views
  • Uploaded on

Competitive Strategies Ch .5 of Strategic Management in Action. Team 6: Michael Grizzle, Ryan Moeller, Stuart Gaston, Tate Rouche , Justin Schamp, Rachel Camunez. Understanding the Competitive Environment . What is competition?

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' Competitive Strategies Ch .5 of Strategic Management in Action' - xaria


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Competitive strategies ch 5 of strategic management in action

Competitive StrategiesCh.5 of Strategic Management in Action

Team 6:

Michael Grizzle, Ryan Moeller, Stuart Gaston, Tate Rouche, Justin Schamp, Rachel Camunez


Understanding the competitive environment
Understanding the Competitive Environment

  • What is competition?

    • When organizations battle or vie for some desired object or outcome.

  • Who Are Competitors?

    • 3 approaches to defining an organizations

      • Industry

      • Market

      • Strategic Groups


The role of resources and distinctive capabilities in gaining competitive advantage
The Role of Resources and Distinctive Capabilities in Gaining Competitive Advantage

  • Organizations develop strategies that exploit resources and capabilities to get a competitive advantage, thus setting the stage for competition.


From competitive advantage to competitive strategies
From Competitive Advantage to Competitive Strategies Gaining Competitive Advantage

  • Competitive strategy:

    • Strategy for how an organization or business unit is going to compete


Traditional approaches to defining competitive strategy
Traditional Approaches to Defining Competitive Strategy Gaining Competitive Advantage

  • Miles and Snow’s adaptive strategies

    • 1. Prospector

    • 2. Defender

    • 3. Analyzer

    • 4. Reactor

  • Porter’s generic competitive strategies

    • 1. Cost leadership

    • 2. Differentiation

    • 3. Focus

    • 4. Stuck in the middle


Contemporary views on competitive strategies
Contemporary Views on Competitive Strategies Gaining Competitive Advantage

  • 1. Integrated low cost- differentiation strategy

    • Involves simultaneously achieving low costs and high differentiation

  • 2. Mintzberg’s generic competitive strategies

    • An organization’s strategy is either differentiation or being undifferentiated


The role of functional strategies
The Role of Functional Strategies Gaining Competitive Advantage

  • Competitive strategies are implemented through the functional strategies:

    • Resources and distinctive capabilities found in the functional areas influence which competitive strategy is feasible

    • Functional strategies support the organization’s competitive advantage and strategy


Competitive actions
Competitive Actions Gaining Competitive Advantage

  • Competitive strategies are also implemented through competitive strategies

    • 1. Offensive moves

    • 2. Defensive moves


Evaluating and changing competitive strategy
Evaluating and Changing Competitive Strategy Gaining Competitive Advantage

  • Competitive strategies are evaluated by the performance results obtained.

    • What competitive weaknesses and strengths does the organization have?

  • Changing the competitive strategy isn’t something that organizations do frequently because it’s based on specific resources, distinctive capabilities, and core competencies developed in the functional areas.

    • Changing would mean modifying or redeveloping


ad