Beruflich Dokumente
Kultur Dokumente
Part I:
The Strategic Position
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, Pearson Education Limited 2011
Slide 2.2
external environment.
How to analyse the determinants of strategic
capability resources, competences and the
linkages between them.
How to understand an organisations purposes,
taking into account corporate governance,
stakeholder expectations and business ethics.
How to address the role of history and culture in
determining an organisations position.
2
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
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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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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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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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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
Slide 2.31
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
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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
A market segment is a group of customers who have similar
needs that are different from customer needs in other parts of
the market.
Where these customer groups are relatively small, such
market segments are called niches.
Customer needs vary. Focusing on customer needs that
are highly distinctive is one means of building a secure
segment strategy.
Customer needs vary for a variety of reasons -these
factors can be used to identify distinct market segments.
Not all segments are attractive or viable market
opportunities evaluation is essential.
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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is minimised.
Red Oceans are where industries are already well
defined and rivalry is intense.
Blue Ocean thinking encourages entrepreneurs and
managers to be different by finding or creating market
spaces that are not currently being served.
A strategy canvas compares competitors according to
their performance on key success factors in order to
develop strategies based on creating new market spaces.
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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