Transcription of The Strategic Management Frameworks
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The Strategic Management Frameworks
The Strategic Management The Strategic Management FrameworksFrameworksArnoldo HaxAlfred P. Sloan Professor of Management PorterPorter ResourceResource--Based View of the Based View of the FirmFirm The Delta ModelThe Delta ModelThe Frameworks for Competitive The Frameworks for Competitive PositioningPositioningPorterPorter s Framework for Explaining the Profitability of a s Framework for Explaining the Profitability of a BusinessBusinessCompetitive PositioningAchieving sustainable competitive advantageIndustry StructureFactors affecting industry profitabilityStrategy Formulation and ImplementationDefining and executing the managerial tasksElements of Industry Structure: PorterElements of Industry Structure: Porter s Fives Five--ForcesForcesBarriers to Entry- Economies of scale- Product differentiation- Brand identification- Switching cost- Access to distribution channels- Capital requirements- Access to latest technology- Experience & learning effectsGovernment Action- Industry protection - Industry regulation- Consistency of policies- Capital movements among countries- Custom duties- Foreign exchange- Foreign ownership- Assistance provided to competitorsPower of Suppliers- Number of important suppliers- Availability of substitutes for the supplier's products - Differentiation or switching cost of supplier's products- Supplier's threat of forward integration- Industry threat of backward integration- Su
Identify the resources inputs to each capability, and the complexity of each capability. 1. Identify and classify the firm's resources. Appraise strengths and weaknesses relative to competitors. Identify opportunities for better utilization of resources. 5. Identify resource gaps which need to be filled. Invest in replenishing, augmenting
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