英国某商学院的EMBA课程讲座PPT Strategic Management 4.ppt

英国某商学院的EMBA课程讲座PPT_Strategic Management 4“Get the tools, break the rules, make a difference”: A conceptual map of the course
Definition and Dynamics of Strategy
What is strategy?
How can you be sure you are asking the “right” strategy questions?
How strategy develops: Context, Role-playing, Mental models, and Metaphors
Strategy Content
Competitive Forces in an Industry
Industry Evolution
Valuing Firm Resources
Capabilities for positioning
Strategy in Action
Implementing Strategy
Institutional strategy: Can strategy make a difference?
1
Strategic Management
Session 4
Industry Analysis
2
Industry Analysis
Last time we said that to develop our strategy further we need to know our competitive environment. Knowing this we can establish:
What do we need to do to shape the future action of competitors and other industry players?
How should we respond to the actions of competitors and other industry players?
3
The source of profitability is evolving and so is the role of the manager
4
What factors explain these changes?
Sustaining competitive advantage appears to be difficult
5
Top Ten Traded Companies by Market Value
1. GE $494b
2. Cisco $447b
3. Intel $426b
4. Microsoft $362b
5. Walmart $307b
6. Nokia $271b
7. Exxon-Mobil $270b
8. Lucent $228b
9. IBM $196b
10. Citigroup $187b
1. IBM $
2. AT&T $
3. Exxon $
4. General Motors $
5. Schlumberger $
6. Amoco $
7. Mobil $
8. GE $
9. Sohio $
10. Chevron $
1980
1. Exxon $
2. GE $
3. IBM $
4. AT&T $
5. Philip Morris $
6. Merck $
7. Bristol-Myers Squibb $
8. Dupont $
9. Amoco $
10. Bell South $
1990
2000
6
Source: Jeffrey Williams
Then why are some industries able to sustain higher prices?
7
What drives profitability?
A: Intensity of competition in an industry which, in turn, is determined by the structure of the industry
8
Average
Pharma.
Why are so