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BENEFIT
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COMPETITIVE ADVANTAGE
In the Context of Strategic Management
CLAUDIOLEOPOLDOSUMAGAYSAYTAN
MANAG
IVE
T
C
E
OBJ
PITFALL
S
S
SUCCE
References
Fred R. David, Strategic Management: Concepts and Cases
Philip Kotler and Gary Armstrong, Principles of Marketing
M.E. Porter, Competitive Advantage, New York: Free Press, 1985.
R.M. Grant, Contemporary Strategy Analysis, Blackwell
Publishers, 2000.
Other Sources (Internet):
https://www.psychologytoday.com/blog/the-intuitivecompass/201108/what-is-intuition-and-how-do-we-use-it
http://sciencenordic.com/intuition-and-analytical-skills-mattermost-crisis
TOPICS
Competitive Advantage in the Context of
Strategic Management
Integrating analysis and intuition in Strategic
Management.
Benefits of Good Strategic Management
Pitfalls in Strategic Planning
OBJECTIVES
At the end of the report, the students should be able to:
Describethe
Discuss
Explain
how
the
need
a firm
benefits
formay
integrating
achieve
of good
analysis
competitive
strategic
andadvantage.
intuition
management
in strategic
and
management.
understand
the pitfalls of strategic planning.
STRATEGIC MANAGEMENT
Y
R
O
T
S
A
U
O
Y
L
L
E
T
E
M
LET
STRATEGIC MANAGEMENT
Defin
ition
STRATEGIC MANAGEMENT
It focuses on the following:
Integrating Management
Marketing
Finance/Accounting
Production/Operations
Research and Development
Information Systems
To a
S
S
E
C
C
U
S
L
A
N
O
I
T
A
Z
I
N
A
G
R
O
e
v
e
i
h
c
n
o
i
t
a
u
n
i
Cont
COMPETITIVE ADVANTAGE
?
e
l
b
a
n
i
a
t
s
u
s
Can it be
n
o
i
t
a
u
n
i
Cont
COMPETITIVE ADVANTAGE
When two or more firms compete
within the same market, one firms
possesses a competitive advantage over
its rivals when it earns a persistently
higher rate of profit (or has the potential
to earn a persistently higher rate of
profit)
R. M. Grant, 2000
n
o
i
t
a
u
n
i
Cont
COMPETITIVE ADVANTAGE
Competitive
Competitive
advantage
advantage
ct
u
d
pro st
r
a
il
co
Sim wer
o
at l
Hig
he
for
rp
un
ric
iqu
e
ep
rod
uc
t
Cost
Costadvantage
advantage
Differentiation
Differentiationadvantage
advantage
n
o
i
t
a
u
n
i
Cont
Market
Low cost
Industry-wide
Niche
Differentiation
Cost leadership
Focus with
low cost
Differentiation
Focus with
differentiation
n
o
i
t
a
u
n
i
Cont
Differentiation
Cost Leadership
Efficient scale
Standardization
Design for low
production cost
Control of overheads
and R&D
Quality
Innovation
Design
Credibility
Brand name
Reputation
Environmental posture
n
o
i
t
a
u
n
i
Cont
SUSTAINABLE
COMPETITIVE ADVANTAGE ?
INTUITION AND
ANALYSIS
INTUITION AND
ANALYSIS
ON?
INTUITI
Source: https://www.psychologytoday.com/blog/theintuitive-compass/201108/what-is-intuition-and-how-dowe-use-it
INTUITION AND
ANALYSIS
?
N
O
I
T
I
INTU
ABOUT
INTUITION AND
?
ANALYSIS
N
O
I
T
I
INTU
ABOUT
FOR EXAMPLE:
INTUITION AND
?
ANALYSIS
N
O
I
T
I
INTU
ABOUT
INTUITION AND
Decision making
situations where intuitive approach
ANALYSIS
can help most include the following.
Expedient decision making and rapid response are
required. The circumstances leave you no time to go
through complete rational analysis.
Fast paced change. The factors on which you base your
analysis change rapidly.
The problem is poorly structured.
The factors and rules that you need to take into account
are hard to articulate in an unambiguous way.
You have to deal with ambiguous, incomplete, or
conflicting information.
There is no precedent.
.
INTUITION AND
HOW ABO
ANALYSIS
UT
ANALYSIS
?
Source: http://sciencenordic.com/intuition-andanalytical-skills-matter-most-crisis
INTUITION AND
HOW ABO
ANALYSIS
UT
ANALYSIS
?
INTUITION AND
HOW ABO
ANALYSIS
UT
ANALYSIS
?
INTUITION AND
ANALYSIS
WHO MAD
E THE BES
T DECISIO
NS?
INTUITION AND
ANALYSIS
In a sense, the strategic management process is
an attempt both to duplicate what goes on in the
mind of a brilliant, intuitive person who knows the
business and to couple it with analysis
Source: Fred R. David, Strategic Management:
Concepts and Cases
.
WHO MAD
E THE BES
T DECISIO
NS?
Firms with planning systems more closely resembling strategicmanagement theory generally exhibit superior long term financial
performance relative to their industry.
?
S
IT
F
E
N
E
B
L
IA
FINANC
It provides
responsibilities.
basis
for
clarifying
individual
PITFALLS IN STRATEGIC
PLANNING
Some pitfalls to watch for and avoid in strategic
planning are these:
PIT
FAL
L S?
PITFALLS IN STRATEGIC
PLANNING
Top manager making many intuitive decisions that conflict with the formal plan.
PIT
FAL
LS
PITFALLS IN STRATEGIC
PLANNING
PIT
FAL
LS
THANK YOU!