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STRATEGIC MANAGEMENT
The essence of strategy lies in creating tomorrows competitive advantages faster than competitors mimic the ones you possess today.
Gary Hamel and C.K. Prahalad
Chapter Outline
Competitive Strategies:
STRATEGY & COMPETITIVE ADVANTAGE
Michael Porters Generic Strategies: Low-Cost Leadership Strategy. Broad Differentiation Strategies. Best-Cost Provider Strategies.
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STRATEGIC MANAGEMENT
CO-OPERATIVE STRATEGIES
Cooperative Strategies
Companies sometimes use strategic alliances or collaborative partnerships to complement their own strategic initiatives, and strengthen their competitiveness.
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CO-OPERATIVE STRATEGIES
STRATEGIC MANAGEMENT
High Collaboration
Mergers
Joint Ventures
Strategic Alliance
Low Collaboration
STRATEGIC MANAGEMENT
STRATEGIC ALLIANCES
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Firms often lack the resources & competitive skills to be successful in very demanding competitive races:
aid a company racing against rivals for leadership in the industries of the future
now being created by todays technological and information age revolution.
Ability to collaborate effectively over time, and work through challenges: Technological and competitive surprises. New market developments.
Competitive advantage that emerges when a company acquires valuable capabilities via alliances, it could not obtain on its own, providing an edge over rivals.
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STRATEGIC MANAGEMENT
on a new name (but there is no restriction on keeping one of the old names).
Acquisition - One firm (the acquirer), purchases & absorbs the operations of
another firm (the acquired).
Merger & Acquisition are: Much-used strategic option. Especially suited for situations where alliances do not provide a firm with needed capabilities or cost-reducing opportunities. Ownership allows for tightly integrated operations, creating more control & autonomy than is possible in alliances.
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More or better competitive capabilities. More attractive line-up of products / services. Greater ability to launch next-wave products / services. Wider geographic coverage. Greater financial resources to invest in R&D, add capacity, or expand. Cost-saving opportunities EoScale, EoScope. Filling in of the resource or technological / skill gaps.
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Resistance from Rank-and-File employees. Tough problems in combining & integrating operations of the once-different companies. Greater-than-anticipated difficulties in.. Achieving expected cost-savings, Sharing of expertise, and Achieving enhanced competitive capabilities. Hard-to-resolve conflicts in management styles & corporate cultures.
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STRATEGIC MANAGEMENT
INTEGRATION
Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners
A vertical integration strategy has appeal only if it significantly strengthens a firms competitive position!
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efficiencies of suppliers.
Potential to reduce costs exists when: The suppliers have sizable profit margins. The item(s) supplied is/are a major cost component(s). Resource requirements for the integrated function are easily met.
Vertical Integration can produce a differentiation-based competitive advantage when it results in a better quality part.
Lacking a broad enough product line to justify integrating forward into standalone distributorships or retail outlets, a firm may sell directly to end users.
Locks firm deeper into same industry. Results in fixed sources of supply and less flexibility in accommodating buyer demands for product variety. Poses problems of balancing capacity at each stage of value chain. May require radically different skills / capabilities. Reduces manufacturing flexibility, lengthening design time and ability to introduce new products.
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Many companies are finding that de-integrating, unbundling, and out-sourcing value chain activities are a better strategic option when it comes to lowering cost, improving their competitiveness, or gaining added operating flexibility.
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STRATEGIC MANAGEMENT
OUTSOURCING
De-Integration or unbundling involves narrowing the scope of the firms operations, focusing on performing certain core value chain activities and relying on outsiders to perform the remaining value chain activities.
Suppliers
Functional Activities
Support Services
Distributors or Retailers
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Activity is not crucial to achieve a sustainable competitive advantage. Risk exposure to changing technology and/or changing buyer preferences is reduced. Operations are streamlined to: Cut cycle time.
Speed decision-making.
Reduce coordination costs. Firm can concentrate on doing those core value chain activities that best suit its resource strengths and capabilities.
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Enhances firms flexibility should customer needs and market conditions suddenly shift.
Increases firms ability to assemble diverse kinds of expertise speedily and efficiently.
Pitfalls of Outsourcing
Outsourcing too many (or the wrong) activities, thus Hollowing out organizations own capabilities. Losing touch with activities & expertise that determine organizations overall long-term success.
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