Beruflich Dokumente
Kultur Dokumente
Environment
Strategic
Advantage
Organizational
Capability
Competenci
es
Synergistic
effects
Strengths and
Weaknesses
Organizational resources
Organizational Behaviour
Organizational Resources
Tangible
Plant &
equipment
Technology
Geographic
location
Human
Resources
Access to raw
Intangible
Capabilities
Information,
Knowledge
Processes
Training
Experience
Relationships
Strategic
Organizational Behaviour
Forces affecting organizational
behaviour
Quality of leadership
Management philosophy
Shared values and culture
Quality of work environment
Organizational climate
Organizational politics
Use of power
Synergy
Price
Product
Distributio
n
Promotion
Marketin
g
Synergy
Marketing
Inefficienc
y
Production
Inefficiency
Dysergy/
Negative
Synergy
Organizational Competencies
Organizational Capability
The inherent capacity or potential of
an organization to use its strengths
and overcome its weaknesses in
order to exploit opportunities and
face threats in its external
environment
Potential
Capacity
Financial Capability
Marketing Capability
Operations Capability
Personnel Capability
Information management Capability
General Management Capability
Financial Capability
Factors related to
Sources of funds
Uses of funds
Management of funds
Marketing Capability
Product related
Price related
Place related
Promotion related
Integrative and system related
marketing mix, market standing,
marketing system, etc
Operations Capability
Factors related to
Production system
Operations and control system
R&D
Personnel Capability
Factors related to
Personnel system
Organization and employee
characteristics
Industrial relations
Information Management
System
Factors related to
Acquisition and retention of
information
Processing and synthesis of
information
Transmission and dissemination of
information
Integrative, systemic and supportive
factors
General Management
Capability
Factors related to
General management system
General managers
External relationships
Organizational climate
Industry
An industry is a group of firms that
market products which are close
substitutes for each other (e.g. the
car industry, the travel industry).
The most influential analytical model
for assessing the nature of
competition in an industry is Michael
Porter's Five Forces Model
Threat of Substitutes
Substitutes are products or services that seem
to be different but satisfy the same set of
customer needs.
The presence of substitute products can lower
industry attractiveness and profitability
because they limit price levels. The threat of
substitute products depends on:
- Buyers' willingness to substitute
- The relative price and performance of
substitutes
- The costs of switching to substitutes
Intensity of Rivalry
The intensity of rivalry between competitors in an industry will
depend on:
The structure of competition
Fragmented- many small or equally sized competitors no differentiation of
products- commodities- fierce competition
Consolidated - clear market leader
Diversity- greater differentiation among firms
Demand Conditions
High demand moderate competition
Stagnant demand competition for market share
Declining demand- low competition- maintain market share