CRAFTING AND EXECUTING STRATEGY 14E PDF

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Market size and growth rate Scope of competitive rivalry Number of rivals Buyer needs and requirements Production capacity Pace of technological change Vertical integration Product innovation Degree of product differentiation Economies of scale Learning and experience curve effects. Rivalry Among Competing Sellers Usually the strongest of the five forces Key factor in determining strength of rivalry How aggressively are rivals using various weapons of competition to improve their market positions and performance?

Are the driving forces acting to make competition more or less intense? Will the driving forces lead to higher or lower industry profitability?

Guidelines: Strategic Group Maps Variables selected as axes should not be highly correlated Variables chosen as axes should expose big differences in how rivals compete Variables do not have to be either quantitative or continuous Drawing sizes of circles proportional to combined sales of firms in each strategic group allows map to reflect relative sizes of each strategic group If more than two good competitive variables can be used, several maps can be drawn.

Competitor Analysis Sizing up strategies and competitive strengths and weaknesses of rivals involves assessing Which rival has the best strategy? Which rivals are likely to rank among the industry leaders five years from now? Do any up-and-coming rivals have strategies and the resources to overtake the current industry leader? What strategies are rivals most likely to pursue? Which rivals have a strong incentive, along with resources, to make major strategic changes?

Which rivals are good candidates to be acquired? Which rivals have the resources to acquire others? Which rivals are likely to enter new geographic markets? Which rivals are likely to expand their product offerings and enter new product segments? They concern Specific strategy elements Product attributes Resources Competencies Competitive capabilities that a company needs to have to be competitively successful KSFs are attributes that spell the difference between Profit and loss Competitive success or failure.

What resources and competitive capabilities does a seller need to have to be competitively successful? What does it take for sellers to achieve a sustainable competitive advantage? Create Presentation Survey Quiz Lead-form. Download Presentation. Skip this Video. Loading SlideShow in 5 Seconds.. Share Presentations. Email Presentation to Friend. Download Presentation Crafting and Executing Strategy 14e. Related More by user.

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