Ch2 - The Management of Strategy (Concepts and Cases) Part...

Info iconThis preview shows pages 1–10. Sign up to view the full content.

View Full Document Right Arrow Icon
1 The Management of Strategy (Concepts and Cases) Part I: Strategic Management Inputs Chapter 2: Exploring the External Environment: Competition and Opportunities
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
2 The Strategic Management Process
Background image of page 2
3 Chapter 2: Exploring the External Environment: Competition and Opportunities Overview: Seven content areas The firm’s external environment General and industry environment External environment analysis process activities (N=4) General environmental segments (N=6) Porter’s 5 Competitive Forces Strategic groups: Definition and influence Competitors and intelligence collection methods
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
4 Environmental Pressures: Wal-Mart (WM) Emerged from a small-town in Arkansas, USA Slogan: EVERYDAY LOW PRICES Based on cost leadership strategy Since 2005 growth formula not as effective In 2006, U.S. division saw 1.9% gain in same-store sales – worst performance ever WHY? COMPETITION (Target, Costco, Kroger, Safeway): growing 2 – 5 times faster than WM WM plagued by many problems including (but not limited to) employee-related, environmentalists and external gov’t/political entities
Background image of page 4
5 Chapter 2: Exploring the External Environment: Competition and Opportunities Overview: Seven content areas The firm’s external environment General and industry environment External environment analysis process activities (N=4) General environmental segments (N=6) Porter’s 5 Competitive Forces Strategic groups: Definition and influence Competitors and intelligence collection methods
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
6 External Environment: General, Industry and Competitor Three External Environments include: General Industry Competitor
Background image of page 6
7 External Environment: General, Industry and Competitor (Cont’d) The General Environment The broader society dimensions that influence an industry and the firms within it Grouped into 6 dimensions OR ‘ environmental segments’ Each segment composed of elements
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
8 The External Environment
Background image of page 8
9 External Environment: General, Industry and Competitor (Cont’d) Industry Environment Set of factors directly influencing A firm’s competitive actions/responses Relates to Porter’s 5 Forces – see upcoming slides Competitor analysis:
Background image of page 9

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 10
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 06/26/2011 for the course BUS 478 taught by Professor N/a during the Spring '09 term at Simon Fraser.

Page1 / 28

Ch2 - The Management of Strategy (Concepts and Cases) Part...

This preview shows document pages 1 - 10. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online