o Integrative management field that combines analysis,
formulation, and implementation in the quest for competitive advantage Strategy o A set of goal-directed actions a firm takes to gain and sustain superior performance relative to competitors A good strategy consists of three elements: o A diagnosis of the competitive challenge, which is accomplished through analysis of the firms external and internal environments o A guiding policy to address the competitive challenge, which is accomplished through strategy formulation o A set of coherent actions to implement a firms guiding policy, which is accomplished through strategy implementation Competitive advantage o When a firm achieves superior performance relative to other competitors in the same industry or the industry average Sustainable competitive advantage o When a firm is able to outperform its competitors or the industry average over a prolonged period of time Competitive disadvantage o Firm underperforms its rivals or the industry average Competitive parity o Two or more firms perform at the same level Strategic positioning o A unique position within an industry that allows the firm to provide value to customers while controlling costs o The greater the difference between value creation and cost, the greater the firms economic contribution and more likely it will gain competitive advantage o Requires trade-offs o The key to successful strategy is to combine a set of activities to stake out a unique position with an industry What is not strategy o Grandiose statements o A failure to face a competitive challenge o Operational effectiveness, competitive benchmarking, or other tactical tools Industry effects o Describe the underlying economic structure of the industry o 20% of a firms profitability depends on the industry its in Firm effects o Attribute firm performance to the actions managers take
o Up to 55% of a firms performance can be attributed to its
strategy o Other 25% are other effects like business cycle effects and unexplained variance Black Swan o Incidents that describe highly improbable by high-impact events Stakeholders o Organizations, groups, and individuals that can affect or are affected by a firms actions o External Customers Suppliers Alliance partners Creditors Unions Communities Governments Media o Internal Employees Stockholders Board members Stakeholder strategy o An integrative approach to managing a diverse set of stakeholders effectively in order to gain and sustain a competitive advantage Stakeholder impact analysis o A decision tool which managers can recognize, prioritize, and address the needs of different stakeholders, enabling the firm to achieve competitive advantage while acting as a good corporate citizen o Stakeholders have power over a company when it can get the company to do something that it would otherwise not do o Stakeholders have legitimate claims when it is perceived to be legally valid or otherwise appropriate o Stakeholders have urgent claims when it requires a companys immediate attention and response o 5 step process for stakeholder impact analysis Identify stakeholders Who are our stakeholders Identify stakeholders interests What are our stakeholders interests and claims Identify opportunities and threats
What opportunities and threats do our stakeholders
present Identify social responsibilities What economic, legal, ethical, and philanthropic responsibilities do we have to our stakeholders Corporate social responsibility o A framework that helps recognize and address the economic, legal, social, and philanthropic expectations that society has of the business enterprise at a given point in time o Economic The business enterprise is first and foremost an economic institution o Legal Laws and regulations are a societys codified ethics, embodying notions of right and wrong o Ethical Embody the full scope of expectations, norms, and values of its stakeholders beyond its legal responsibilities o Philanthropic responsibilities Voluntarily giving back to society Address stakeholders concerns What should we do to effectively address any stakeholder concerns AFI Framework A model that links three interdependent strategic management tasks that together, help managers plan and implement a strategy that can improve performance and result in competitive advantage Analyze the external and internal environments o Strategic leadership and strategy process What roles do strategic leaders play What are the firms vision, mission, and values What is the firms process for creating strategy and how does strategy come about o External analysis What effects do forces in the external environment have on a firms potential to gain and sustain a competitive advantage
How should the firm deal with them
o Internal analysis What effects do internal resources, capabilities and core competencies have on the firms potential to gain and sustain a competitive advantage How should the firm leverage them for competitive advantage o Competitive advantage, firm performance, and business models How does the firm make money How can one assess and measure competitive advantage What is the relationship between competitive advantage and a firms performance Formulate an appropriate business and corporate strategy o Business strategy How should the firm compete: cost leadership, differentiation, or value innovation o Corporate strategy Where should the firm compete: industry, markets, and geography o Global strategy How and where should the firm compete Local, regional, national, or international Implement the formulated strategy through structure, culture, and controls o Organizational design: How should the firm organize to turn the formulated strategy into action o Corporate governance and business ethics What type of corporate governance is most effective How does the firm anchor strategic decisions in business ethics