Professional Documents
Culture Documents
CH 01
CH 01
1
WHAT DO WE MEAN BY STRATEGY ?
2
WHY DO STRATEGY ?
3
1.1 Identifying a Companys StrategyWhat to Look For
Competitive Advantage
Meeting customer needs more effectively,
with products or services that customers
value more highly, or more efficiently, at
lower cost.
Sustainable Competitive Advantage
Giving buyers lasting reasons to prefer a
firms products or services over those of its
competitors.
4
STRATEGIC APPROACH CHOICES
STRATEGIC APPROACHES
Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. 110
5
GAINING SUSTAINABLE COMPETITIVE
ADVANTAGE
Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. 111
Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. 112
6
The Evolving Nature of a Firms Strategy
Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. 113
Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. 114
7
THE RELATIONSHIP BETWEEN A
FIRMS STRATEGY AND ITS
BUSINESS MODEL
Realized Business
Strategy $$$? Model
Competitive Value
Initiatives Proposition
Business
Profit Formula
Approaches
Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. 115
Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. 116
8
Business Model Elements
Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. 117
Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. 118
9
IS OUR STRATEGY A WINNER?
The Strategic
Fit Test
Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. 119
Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. 120
10
WHY CRAFTING AND EXECUTING
STRATEGY ARE IMPORTANT TASKS
Strategy provides:
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.
11