Student Version

Cpitulo 1
Administracin y
Competitividad Estratgicas

PART 1 STRATEGIC MANAGEMENT INPUTS

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as Presentation design
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. by Charlie Cook
 Competencia en el Siglo XXI

Rpido cambio
Globalizacin
tecnolgico

Aumenta la
La economa importancia del
global Competencia conocimiento y
Actual del las personas
Mercado

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 12
 Competitividad Estratgica

Formulacin e
implementacin de
una estrategia que
crea un valor
superior

Compromisos y acciones que acercan a

un desempeo y ganancias superiores

Qu har la Ventaja Qu no har

empresa? competitiva la empresa?

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 13
 Hypercompetencia

Opciones
Economa estratgicas en un
Tecnologa
global entorno
hypercompetitivo

Uso del Proteccin o

posicionamiento Creacin de un invasin de
precio-calidad al nuevo know-how y mercados de
construir su uso de la ventaja productos o
presencia en el de mover primero geogrficos
mercado establecidos

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 14
 Factores Competitivos de xito

Estn
orientados hacia Hacer uso efectivo
las necesidades de competencias
del cliente / valiosas
mercado?

Tener una Ofrecer nuevos e

mentalidad innovadores
oportunista / Principales productos y
servicios
emprendedora desempeos
corporativos

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 15
 Tecnologa y cambio tecnolgico

Creciente tasa de difusin de

tecnologa y la aparicin de
tecnologas disruptivas

Tendencias La era de la informacin:

tecnolgicas que Internet y la proliferacin global
afectan el entorno de poder de cmputo a bajo
competitivo global costo

Aumentar la intensidad del

conocimiento como una fuente
intangible de ventaja
competitiva

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 16
El Modelo de Organizacin Industrial (OI) de
Rendimientos Superiores al promedio

Diferenciacin
Diversificacin
del Producto

Barreras de
Concentracin
entrada al
de la industria
Mercado

Las
opciones
Economas Fricciones de
de escala estratgicas mercado
de la
empresa

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 17
 Modelo de las Cinco Fuerzas de la
Competencia

Sustitutos

Rivalidad de
Proveedores Compradores
la Industria

Potenciales
Entrantes

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 18
El Modelo Basado en los Recursos de los
Rendimientos Superiores al promedio

Competencia
Capacidades central
Conjunto integrado Una fuente de
de recursos ventaja
Recursos competitiva
Fsicos, humanos, y
capital organizacional
(tangible e intangible)
2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 19
Recursos como Competencias Centrales

Costosos de
imitar

Cmo los
recursos se
Raro convierten en Valioso
competencias
centrales

Insustituible

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 110
 Toma de Decisiones Estratgicas

Modelo de Modelo
Organizacin Basado en Recursos
Industrial (O/I)

Decisin
Estratgica
Competitiva

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 111
 Stakeholders

Puede afectar el desarrollo de la

visin y la misin de la empresa

Se ven afectados por los

Stakeholders resultados estratgicos logrados
primarios por la empresa
(individuos,
grupos, y Pueden tener reclamos exigibles
organizaciones) sobre el desempeo de la
empresa

Son influyentes cuando

controlan recursos crticos o
valiosos

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 112
 Clasificacin de Stakeholders

Categoras de
Grupos de inters

Stakeholders del Stakeholders del

Stakeholders de
Mercado de Mercado de
la Organizacin
Capitales Productos

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 113
Stakeholders del Mercado de Capitales

Preservacin de
la inversin

Expectativas
contradictorias Riesgo /
Influencia
de accionistas y retorno
prestamistas

Aumentar la
riqueza

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 114
Stakeholders del Mercado de Productos

Tipos de stakeholders
del mercado de
productos

Comunidades
Proveedores Clientes Sindicatos
anfitrionas

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 115
 Stakeholders de la Organizacin

Responsabilidades de los lderes estratgicos para el

desarrollo y el uso efectivo del capital humano de la
empresa

Cultura Metas
Educacin
organizational y estratgicas y Asignaciones
y habilidades
ambiente tico estandares internacionales
de empleados
del trabajo globales

2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 116