Professional Documents
Culture Documents
Student Version
Copyright 2012 The McGraw-Hill Companies, Inc. McGraw-Hill/Irwin
Business environment and industry conditions Firms financial and competitive capabilities Creating a vision for the firms future direction
How to outcompete rivals. How to respond to economic and market conditions and growth opportunities. How to manage functional pieces of the business. How to improve the firms financial and market performance.
13
WHY DO STRATEGY ?
A firm does strategy:
To improve its financial performance. To strengthen its competitive position. To gain a sustainable competitive. advantage over its market rivals. Can yield above-average profits.
15
Competitive Advantage
Meeting customer needs more effectively, with products or services that customers value more highly, or more efficiently, at lower cost.
Giving buyers lasting reasons to prefer a firms products or services over those of its competitors.
16
Low-cost provider
Differentiation on features
Best-cost provider
17
Develop valuable expertise and competitive capabilities over the long-term that rivals cannot readily copy, match or best. Put the constant quest for sustainable competitive advantage at center stage in crafting your strategy.
18
Changing market conditions Advancing technology Fresh moves of competitors Shifting buyer needs Emerging market opportunities New ideas for improving the strategy
19
The Evolving Nature of a Firms Strategy Realized (current) strategy is a blend of:
Proactive (deliberate) strategy elements that include both continued and new initiatives. Reactive (emergent) strategy elements that are required due to unanticipated competitive developments and fresh market conditions.
110
Realized Strategy
Competitive Initiatives
$$$?
Business Model
Value Proposition
Business Approaches
Profit Formula
111
Creating a cost structure that allows for acceptable profits, given that pricing is tied to the customer value proposition.
Vthe value provided to customers Pthe price charged to customers Cthe firms costs The lower the costs (C) for a given customer value proposition (VP), the greater the ability of the business model to be a moneymaker.
112
Winning Strategy
113
A prescription for doing business. A road map to competitive advantage. A game plan for pleasing customers. A formula for attaining long-term standout marketplace performance.
What must managers do, and do well, to make a firm a winner in the marketplace?
Good strategic thinking and good management of the strategy-making, strategy-executing process.
First-rate capabilities and skills in crafting and executing strategy are essential to managing successfully.