International Competitive Strategy Chapter 13 International Strategy n
- Slides: 15
International Competitive Strategy Chapter 13
International Strategy n n n Why is it important? International Strategy Competitive Advantage n n Develop skills and competencies Global Strategic Planning Definition n Considerations n Historical v. present day n
Process n n n n Analyze Company’s External Environments Analyze Corporate Controllable Variables Define the Corporate Business, Vision, and Mission Statements Set Corporate Objectives Quantify Goals Formulate the Competitive Strategy Prepare Tactical Plans
Analyze Company’s External Environments n n Little control Five trends Interdependent economy n Global competitiveness and growth n Consolidate distribution channels n Growth patterns n Volatile and uncertain world n
Analyze Corporate Controllable Variables n n The Big Picture Linkages What does it do? Knowledge as a Resource How important is it? n How to use it? n
Define the Corporate Business, Vision, and Mission Statements n What are they? n What do they do?
Set Corporate Objectives n n Objectives Mc. Donald’s Vision n Objectives n
Quantify Goals n What does this mean? n Why is it effective? n Nonquantifiable
Formulate the Competitive Strategy n Competitive Strategies Considerations n Trade-off n Forms n n Global n n n When to use it? Problems Multidomestic n n When to use it? Problems
Formulate the Competitive Strategy n Forms n Transnational n n Both Upstream Downstream General Scenarios n Contingency plans n
Prepare Tactical Plans n n Short-term Strategy v. Tactical
Planning n n n Sales Forecast Sales Budget Implementation Facilitators Policies n Procedures n n Kinds of Plans Time Horizon n Level in organization n
Planning n Methods of Planning n Top-Down planning Advantages n Disadvantages n n Bottom-up planning Advantages n Disadvantages n n Iterative planning
New Direction in Planning n n n History Who Does It How It Is Done Contents of the Plan Summary n n n Top management Exercise in forecasting Exercise in creativity Focus on quick recognition of change Try to persuade action Restore corm line management
Competitive Forces n Where to Get Information? n n n Within the firm Published material Suppliers/ customers Competitors’ employees Direct observation or physical evidence Benchmarking n n Steps Types n n Internal Competitive Functional Generic
- Slow cycle market
- International competitive strategy
- The two least common competitive structures are
- Therapeutic index
- Chapter 13 game theory and competitive strategy
- Operations strategy as a competitive weapon
- Competitive strategy game
- Global competitive strategy
- Entrepreneurial strategy and competitive dynamics
- Starbucks competitive advantage
- A company strategy and its quest for competitive advantage
- Competitive operations strategy
- Porter's generic strategies
- The strategy of international business chapter 13
- Value creation strategy
- Chapter 18 creating competitive advantage