Professional Documents
Culture Documents
Course In charge
Dr. Mustaghis-ur-Rahman
working What are the companys resource strengths and weaknesses and its external opportunities and threats Are the companys prices and costs competitive? How strong is the companys competitive position relative to its rivals? What strategic issues does the company face?
Evaluating Company Resources and Competitive Capabilities d. Trends in the firms net profits, return on
investment, and economic value added, and how these compare to the same trends for other companies in the industry strength and credit rating are improving or on the decline
Evaluating Company Resources and Competitive Capabilities f. Whether the company can demonstrated
continuous improvement in such internal performance measures as unit cost, defect rate, scrap rate, employee motivation and morale. g. How shareholders view the company based on trends in the companys stock price and shareholders value
Evaluating Company Resources and Competitive Capabilities Opportunity Market expansion Product launching Diversification Merger and Acquisition
Evaluating Company Resources and Competitive Capabilities Threats From cheaper or advanced technologies Rivals New and innovative products Low cost competitors New regulations External environment
Strategy and Competitive Advantage The five generic competitive strategies c. A best cost provider strategy
Giving customers more value for the money by incorporating to good to excellent product attributes at a lower cost than rivals
technological and information age revolution and build the resource strengths and business capabilities to compete in the industries
Organizations
General Electric IBM Microsoft
Cooperation/Alliances
1,00 4,00 Many independent software developers Oracle 15,000 alliances Toyota A network of suppliers of automotive part manufacturers On average the large corporations have 30 alliances worldwide
Strategy and Competitive Advantage: Merger and Acquisition Strategies Some examples of merger in Pakistan in the last five years?
Initiatives to match or exceed competitors strengths Initiatives to capitalize on competitors weaknesses Simultaneous initiatives on many fronts End run offensive to move to less contested ground Guerrilla offensive Preemptive strikes
Initiatives to capitalize on competitors weaknesses: Focusing on competitors products which lag on quality, features, or product performance and come up with better product with competitive price
Strategy and Competitive Advantage: Offensive Strategies to secure competitive advantage a) Moving to block challengers
There are any number of obstacles that can be put in the path of would be challengers. A defenders can introduce new features, add new models or broaden its product line to close off gaps and vacant niches to would be challenges
b) Signaling Challenges the retaliation is likely: Would be challengers can be signaled by; i) Publicly announcing managements commitment to maintain the firms present market share
reputation with buyers 2) early commitments to new technologies, new style components, distribution channels and so on can produce an absolute cost advantage over rivals 3) first time customers remain strongly loyal to pioneering firms in making repeat purchases 4) moving first constitutes a preemptive strike making imitation extra hard or unlikely