英国某商学院的emba课程章节座ppt_strategic management 4.ppt

“Get the tools, break the rules, make a difference”: A conceptual map of the course Definition and Dynamics of Strategy What is strategy? How can you be sure you are asking the “right” strategy questions? How strategy develops: Context, Role-playing, Mental models, and Metaphors Strategy Content Competitive Forces in an Industry Industry Evolution Valuing Firm Resources Capabilities for positioning Strategy in Action Implementing Strategy Institutional strategy: Can strategy make a difference? Strategic Management Session 4 Industry Analysis Industry Analysis Last time we said that to develop our strategy further we need to know our competitive environment. Knowing this we can establish: What do we need to do to shape the future action of competitors and other industry players? How should we respond to the actions of competitors and other industry players? The source of profitability is evolving and so is the role of the manager Sustaining competitive advantage appears to be difficult Then why are some industries able to sustain higher prices? What drives profitability? Why are some industries consistently more profitable than others? Because firms in these industries consistently face less intense competition From Environmental Analysis to Industry Analysis A structural (5 forces) industry analysis reveals: Whether the industry is attractive The dimensions along which firms compete What structural variables affect competition Whether individual or collective strategies can reduce the intensity of competition What kinds of exogenous forces can affect the structure of the industry Drawbacks of 5 forces analysis: It only offers a static picture. Does not explain why the industry evolved the way it did and how it will evolve in the future. It does not highlight the role of: technology (e.g. the effect of fabric technologies on Italian fashion), and regulation (e.g. the effect of country policies about global warming on renewable energy). 5 forces can explain