Attitudes about quality of worklife c Diverse and aging workforce d Women in

Attitudes about quality of worklife c diverse and

  • Rutgers University
  • MGMT 620:418
  • Test Prep
  • njc100
  • 20
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Attitudes about quality of worklife c. Diverse and aging workforce d. Women in the workplace e. Concerns about environment f. Shifts in work / career preferences g. Shifts in product / service preferences 5. Technological Segment a. Product innovations b. Rapid technological change and the risk of disruption c. Knowledge application d. Growth of internet e. New communication technologies 6. Global Segment a. Important geopolitical trends (Brexit / foreign policies) b. Critical global niche markets c. Growth of informal economy (gov does not regulate. Paid under table – off record transaction, this is growing everywhere) d. Different cultural and institutional attributes (understanding new cultures you go into)
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7. Physical Environment Segment a. Emerging trends oriented to sustaining the world’s physical environment (i.e global warming) b. Recognition of the interactive influence of ecological, social, economic systems c. Concerns for sustainable industry development and increased corporate social responsibility [Interpreting Industry Analyses (unattractive vs. attractive)] Unattractive Industry: **low profit potential** Low entry barriers Suppliers & buyers have strong positions Strong threats from substitute products Intense rivalry among competitors Attractive Industry: **high profit potential** High entry barriers Suppliers & buyers have weak positions Few threats from substitute products Moderate rivalry among competitors [Strategic Groups] A set of firms emphasizing similar strategic dimensions and using similar strategies **Intra-stratgic group competition is more intense than inter-strategic group competition because…** Similar market positions Similar products Similar strategic actions - Strategic Dimensions: o Extent of tech leadership o Product quality o Pricing policies o Distribution channels o Customer service - Implications o Intense competitive rivalry threatens profitability of all group members o Strengths of the 5 forces differ across strategic groups o The closer the groups are in their strategies the greater the rivalry [Competitor Analysis] Competitor Intelligence: the ethical gathering of needed information and data that provides understanding of: What drives the competitor (FUTURE OBJECTIVES) What the competitor is doing and can do (CURRENT STRATEGY) What competitor believes about the industry (ASSUMPTIONS) What competitor capabilities are (STRENGTHS & WEAKNESSES) 1. Future Objectives
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  • Spring '10
  • PETRACHRISTMANN
  • Management, strategic action, Cooperative Strategy

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