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The Tools of The Tools of Strategic Strategic AnalysisAnalysis
Chapter 1Chapter 1
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Book Paradigm
• Resource Based – View of the Firm
• VIRO– V = Value– R = Rarity– I = Imitability– O = Organization
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1984 Profits: $242 Million
Theme Park Operations: 77 percent of profits
Consumer Products: 22 percent of profits
Filmed Entertainment: 1 percent of profits
Walt Disney Company
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Hired Michael Eisner - 1984
1. Increased admission prices at theme parks1984 - $186 m 1989 - $787 m
2. Focused on movie studios (character development)1984 - $2.42 m 1994 - $845 m
3. Diversified into television (ABC), hotels, retail stores,sport team, cruise line, publishing, consumerproducts, licensing, etc. (Huey & McGowan, 1995)
Walt Disney Company
Market Cap: 1984 = $2 billion 1994 = $28 billion
Today’s Market Cap
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Definition of Strategy
Strategy: A firm’s plan to gaincompetitive advantage
Eisner’s theory may have been:
People will pay a premium price for extraordinaryentertainment. We have the necessary resources tocreate extraordinary entertainment. Therefore, let’sredeploy our resources in a different way and offersomething extraordinary to people.
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Mission Objectives
ExternalAnalysis
InternalAnalysis
StrategicChoice
StrategyImplementation
CompetitiveAdvantage
The Strategic Management Process
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The Strategic Management Process
Objectives
ExternalAnalysis
InternalAnalysis
StrategicChoice
StrategyImplementation
CompetitiveAdvantage
Mission
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The Strategic Management Process
Objectives:
• specific, measurable targets
• the things a firm needs to ‘do’ to achieveits mission
• should influence other elements in the strategicmanagement process
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The Strategic Management Process
External and Internal Analysis
External Analysis
Systematic Examinationof the Environment
Internal Analysis
• interest rates
• demographics
• social trends
• technology
• human resources(knowledge)
• manufacturingabilities
• technology
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The Strategic Management Process
Strategic Choice
ExternalAnalysis
InternalAnalysis
StrategicChoice
BusinessLevel
CorporateLevel
• positioninga business
• which businesses?
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The Strategic Management Process
Strategy Implementation
• how strategies are carried out
• who will do what
• organizational structure and control
• who reports to whom
• how does the firm hire, promote, pay, etc.
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A Strategy Is Only As Good As Its Implementation
Strategy Implementation
The Strategic Management Process
• every strategic choice has strategy implementationimplications
• strategy implementation is just as important asstrategy formulation
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The Strategic Management Process
Competitive Advantage
Definition: the ability to create more economic valuethan competitors
• all other elements of the strategic managementprocess are aimed at achieving competitive advantage
Mission Objectives
ExternalAnalysis
InternalAnalysis
StrategicChoice
StrategyImplementation
CompetitiveAdvantage
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Competitive Advantage
The Ability to Create More EconomicValue Than Competitors
• there must be something different about a firm’soffering vis-à-vis competitors’ offerings
• if all firms’ strategies were the same, no firmwould have a competitive advantage
• competitive advantage is the result of doingsomething different and/or better than competitors
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Competitive Advantage
Two Types of Difference
1) Preference for the firm’s output
2) Cost advantage vis-à-vis competitors
• people choose the firm’s output over others’
• people are willing to pay a premium
• lower costs of production/distribution
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Competitive Advantage
ExternalAnalysis
InternalAnalysis
StrategicChoice
StrategyImplementation
CompetitiveAdvantage
• identify and exploit differences that may leadto competitive advantage
The Strategic Management Process
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Q
P
D
MR
D
ATCMC
Q
P
(D=MR=Price)
Imperfect Competition Perfect Competition
Competitive Advantage
ATCMC
Competitive AdvantageEconomic Models
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Competitive Advantage
Temporary & Sustainable
• competition limits the duration of competitiveadvantage in most cases
• profits attract competition
• competitive advantage typically results in high profits
Therefore,
• most competitive advantage is temporary
• competitors imitate the advantage or offersomething better
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Competitive Advantage
Temporary & Sustainable
Some competitive advantages are sustainable if:
• competitors are unable to imitate the sourceof advantage
• no one conceives of a better offering
Of course,
• in time, even sustainable competitive advantagemay be lost
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Competitive Advantage
Competitive Parity
• the firm’s offerings are ‘average’
• people do not have a preference for the firm’s offering
• the firm does not have a cost advantage over others
• some things that may lead to competitive parity maystill be critical to success (e.g., telephones)
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Competitive Advantage
Competitive Disadvantage
• people may have an aversion to the firm’s offering
• the firm may have a cost disadvantage
• a firm may have outdated technology/equipment
• a firm may have a negative reputation
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Competitive Advantage
Measuring Competitive Advantage
Superior Economic Performance Is Viewed asEvidence of Competitive Advantage
• it is rather easy to see the evidence ofcompetitive advantage
• measuring the source of the advantage per seis typically impossible
• it’s difficult to ‘measure’ technology
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Two Classes of Measures:
1) Accounting Measures
2) Economic Measures
Competitive Advantage
Measuring Competitive Advantage
• ROA, ROS, ROE, etc. that exceed industryaverages
• earning a return in excess of the costof capital
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Competitive Advantage
Competitive Advantage
Disadvantage
Parity
Advantage
Below Normal
Normal
Above Normal
Economic Returns
• exceeding expectations
• meeting expectations
• failing expectations
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Competitive Advantage & The Strategic Management Process
Emergent vs. Intended Strategies
• the strategic management process leads managersto intended strategies
However,
• conditions often change or new informationbecomes available
• managers respond and adopt emergent strategies
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The Strategic Management Processin the International Setting
Consistent Logic
• important questions remain the same, but theanswers may be different
• a firm would still ask about social trends, butsocial trends may be moving in differentdirections in different markets
• culture and infrastructure differences mustbe taken into account throughout the strategicmanagement process
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The Strategic Management Processin the International Setting
Adopting a Global View
• many firms explicitly encourage internationalexperience
• managers need to learn to think about strategyin a global context
• observed phenomena have different meaningin different parts of the world
• you need to know how the competition seesthe world
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The Strategic Management Process
Summary
Firms could achieve competitive parity and survive
• they would face a flat demand curve
• their cost structure would be the industry average
• they would need to adapt their strategy overtime just to survive
• they would fail if they didn’t adapt their strategy
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The Strategic Management Process
Summary
This course is not about mere survival, it is aboutthriving—achieving competitive advantage
• the strategic management process helps managersachieve competitive advantage
• competitive advantage depends on differences
• strategy is about discovering and exploiting these differences
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Q
P
D
MR
D
ATCMC
Q
P
(D=MR=Price)
ATCMC
The Strategic Management Process
Thriving! Surviving
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The Strategic Management Process
Applying Strategy to Your Career
• a solid understanding of strategy concepts willhelp set you apart from other job candidates
• you can use the process to identify andexploit difference between you and others
• you can use the process to determine if youwant to stay with a company
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The Strategic Management Process& Competitive Advantage
Strategy Matters!
• success and failure, between mediocrity and excellence
Strategy is often the difference between:
• a great manager and average managers
• stumbling through life and moving ahead with purpose