Chapter 07
McGraw-Hill/Irwin Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
LO1 Learn the decisions needed to establish a foundation for strategic planning LO2 Learn the forms of imitative and innovative businesses LO3 Articulate the benefits that win over customers LO4 Discover how industry changes affect strategy
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Learning Objectives
LO5 Understand the major strategies of business-differentiation, cost, and focus LO6 Use SWOT analysis to identify strategic options. LO7 Learn how to sustain competitive advantage through attracting customers and discouraging competition
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Figure 7.1
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Product/Service Idea
Entry wedge
An opportunity that makes it possible for a new business to gain a foothold in a market. Supply shortages, Unutilized resources, Customer contracting, Second sourcing, Market relinquishment, Favored purchasing, Government rules
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Industry
Industry
The general name for the line of product or service being sold, or the firms in that line of business Key is selecting an industry that offers good potential for making a profit Also needs to offer attractive opportunities to work with a minimum of risk and competition
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Figure 7.2
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Parallel competition
An imitative business that competes locally with others in the same industry.
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Markets
Market
business term for the population of customers for your product or service
Scope
geographic range covered by the market Local to Global
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Markets
Scale
size of the market Mass market large portions of the population Niche market narrowly defined segment of the population that is likely to share interests or concerns
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Industry dynamics
Changes in competitors, sales and profits in an industry over time.
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Growth stage
An industry life cycle stage in which customer purchases increase at a dramatic rate.
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Shake-out
A type of life cycle stage following a boom in which there is a rapid decrease in the number of firms in an industry.
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Decline stage
A life cycle stage in which sales and profits of the firm begin a falling trend.
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Net profit
The amount of money left after operating expenses are deducted from the business.
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Differentiation strategy
A type of generic strategy aimed at clarifying how one product is unlike another in a mass market.
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Focus strategy
A generic strategy that targets a portion of the market, called a segment or niche .
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Table 7.2
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Weaknesses
characteristics that place the firm at a disadvantage relative to others
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Threats
elements in the environment that could cause trouble for the business.
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Figure 7.4
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Organizational Capabilities
Organizational capabilities
abilities, skills, and competencies used by the firm to make profits from tangible and intangible resources
Transformational competencies
firm can make its product or service better in value
Combinational competencies
combining tangible and intangible resources
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Organizational Capabilities
Valuable resource An asset, capability, organizational process, information, or knowledge that lets a firm take advantage of opportunities or lock out competitors. Rare resource An asset, capability, organizational process, information, or knowledge that is not generally available to competitors.
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