Strategy

By Jacob Varghese

Beyond managing dimensions of the internal environment system, technologically competitive firms must strategically position themselves to task environment influences. Firms are embedded in various contextual matrices , which most immediately include the specific industry competitive dynamics, or task environment) ,and the global competitive environment . Both of these environments include competitors, customers, regulators, supplier relationships, substitutes, and entry and exit barriers. Depending on the specific situation, each of these factors may have a direct impact on the value-added creation processes.
Research has demonstrated that companies in some environments can gain an advantage over their competition based on the quality of their environmental analysis .

• Language: English
• Publisher: AuthorHouse
• Release date: Apr 23, 2012
• ISBN: 9781468580938

Jacob Varghese

My Name is Jacob Varghese.Iam from India.I am in MBA in HR and MBA In international Business(discontinued).I am writing this book to make students easy in learning about Competitor analysis.

Book preview

© 2012 by Jacob Varghese. All rights reserved.

No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

Published by AuthorHouse 04/13/2012

ISBN: 978-1-4685-8094-5 (sc)

ISBN: 978-1-4685-8093-8 (e)

Library of Congress Control Number: 2012906899

Any people depicted in stock imagery provided by Thinkstock are models, and such images are being used for illustrative purposes only.

Certain stock imagery © Thinkstock.

Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

Contents

Introduction

1.0 Task Environment:

1.0.1 Defining the link between Environmental Analysis to Industry Analysis

1.1 The Determinants of Industry Profit: demand and competition

1.2 Structural Analysis

1.3 Porter’s five Forces of Competition Framework

1.3.1 The Five Forces shaping Strategy

1.3.2 Applying Industry Analysis

1.4 Strategies to alter Industry Structure or freedom to manoeuvre

1.4.1 Regarding strategic Manoeuvring:

1.5 Porter generic strategies.

1.5.1 Cost leadership

Marketing strategy

Competitive advantage

Profitability and customer loyalty through Low cost position :

Using low cost position for superior business performance

1.5.2 Differentiation

Marketing strategy

Competitive advantage

1.5.2.2 Differentiation strategy

Strategic Positioning through Economics of scale 2.0

Five forces, rivalry and the demand related strategic P’s

Formations of perceptions and preferences

2.3 Stage 3: Alternative evaluation

2.3.1 Perceptions.

2.3.2 Perceptions of products /beliefs about products:

2.3.3 The usefulness of perception

Barrier to entry

2.5 Instrumental or functional attributes

Supplier power

Threat of Rivalry

2.5.2 (Fixed cost/ Value added

Barrier to entry

Threat of substitutes

2.5.4 Relative Price Performance of substitutes:

2.6.1 Buyer power

Supplier power

Threat of Rivalry

2.6.3 Diverse Competitors

Threat of substitutes

Barrier to entry

Barrier to entry

2.7.1 Market Breadth:

Strategic Repositioning through economics of scope.

3.1 Stage2: what benefits do the consumers and /or buyers want?

3.2.1 The method for employing the technique

Consumer’s preference function

Barrier to entry:

Supplier power

Threat of Rivalry

Barrier to entry

Barrier to entry

Buyer power

Threat of substitutes

The economic logic of Market segmentation analysis

3.6.3.2 The advantages of achieving customer value through economics of scope

3.7 Attitude or utility

3.7.1 Fish bein–Rosenberg model

3.8