Beruflich Dokumente
Kultur Dokumente
Part I:
The Strategic Position
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Figure 2.1
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Scenarios
Scenarios are detailed and plausible views of how
the environment of an organisation might develop in
the future based on key drivers of change about
which there is a high level of uncertainty.
Build on PESTEL analysis .
Do not offer a single forecast of how the
environment will change.
An organisation should develop a few alternative
scenarios (24) to analyse future strategic options.
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Illustration 2.2
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Figure 2.2
Source: Adapted with the permission of The Free Press, a Division of Simon & Schuster Adult Publishing Group, from Competitive Strategy: Techniques for Analyzing Industries and
Competitors by Michael E. Porter. Copyright 1980, 1998 by The Free Press. All rights reserved
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 2.20
Threat of Substitutes
Substitutes are products or services that offer a similar
benefit to an industrys products or services, but by a
different process.
Customers will switch to alternatives (and thus the
threat increases) if:
The price/performance ratio of the substitute is
superior (e.g. aluminium maybe more expensive
than steel but it is more cost efficient for some car
parts)
The substitute benefits from an innovation that
improves customer satisfaction (e.g. high speed
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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integration)
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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change suppliers).
Suppliers can integrate forwards (e.g. low cost airlines
have cut out the use of travel agents).
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Figure 2.3
Reprinted by permission of Harvard Business Review. From The Right Game by A. Brandenburger and B. Nalebuff, JulyAugust 1996, pp. 5764.
Copyright 1996 by the Harvard Business School Publishing Corporation. All rights reserved
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Figure 2.5
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Cycles of competition
Figure 2.6
Cycles of competition
Source: Adapted with the permission of The Free Press, a Division of Simon & Schuster, Inc., from Hypercompetitive Rivalries: Competing in Highly Dynamic Environments by Richard A. DAveni with Robert
Gunther. Copyright 1994, 1995 by Richard A. DAveni. All rights reserved
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Figure 2.4
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Strategic Groups
Strategic groups are organisations within an industry or
sector with similar strategic characteristics, following
similar strategies or competing on similar bases.
These characteristics are different from those in other
strategic groups in the same industry or sector.
There are many different characteristics that
distinguish between strategic groups.
Strategic groups can be mapped on to two
dimensional charts maps. These can be useful tools
of analysis.
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 2.33
Figure 2.7
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Figure 2.8
Source: Developed from R. Chittoor and S. Ray, Internationalisation paths of Indian pharmaceutical firms: a strategic group analysis, Journal of International Management, vol. 13 (2009),
pp. 33855
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Market segments
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Table 2.1
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Strategy canvas
Figure 2.9
Source: Developed from W.C. Kim and R. Mauborgne, Blue Ocean Strategy, 2005, Harvard Business School Press
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
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