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The External Environment Strategic Intent Strategic Mission The Internal Environment
Strategy Formulation
Strategic Actions Business-Level BusinessStrategy Competitive Rivalry and Competitive Dynamics CorporateCorporate Level Strategy
International Strategy
Cooperative Strategy
Strategic Leadership
Strategic Entrepreneurship
Strategic Outcomes
Feedback
By studying the external environment, firms identify what they might choose to do
Three Conditions Affecting Managerial Decisions About Resources, Capabilities, and Core Competencies
Uncertainty regarding characteristics of the
general and the industry environments, competitors actions, and customers preferences
Intraorganizational Conflicts among people making managerial decisions and those affected by them
Outsource
Resources are what a firm has to work with-with--its its assets-assets-including its people and the value of its brand name
Resources represent inputs into a firms production process... such as capital equipment, skills of employees, brand names, finances and talented managers
Capabilities
Capabilities
Capabilities become important when they are combined in unique combinations which create core competencies which have strategic value and can lead to competitive advantage
Capabilities are what a firm does, and represent the firms capacity or ability to integrate individual firm resources to achieve a desired objective
Core Competencies
Core competencies are resources and capabilities that serve as a source of competitive advantage over rivals Core competencies distinguish a company competitively and make it distinctive McKinsey and Co. recommends using three to four competencies when framing strategic actions
Costly to imitate: capabilities that other firms cannot develop easily, usually due to Unique historical conditions Causal ambiguity Social complexity
Nonsubstitutable: capabilities that do not have strategic equivalents Invisible to competitors Firm specific knowledge Trust Trust-based working relationships between managers and nonmanagerial personnel
Yes
No
Performance Implications
Competitive Consequences
No No No No Yes/ No Yes/ No Competitive Disadvantage Competitive Parity Temporary ComCompetitive Advantage Sustainable ComCompetitive Advantage
Service Marketing & Sales Procurement Outbound Logistics Operations Inbound Logistics Primary Activities
20
Yes
No
No
Yes
Yes No
Yes
Yes Yes
Yes
19
Outsourcing
Technological Development
Support Activities
Usually this is because the specialty supplier can provide these functions more efficiently
Firm Infrastructure
Outsourcing is the purchase of some or all of a valuevaluecreating activity from an external supplier
Share Risks
reduces investment requirements and makes firm more flexible, dynamic and better able to adapt to changing opportunities
Outsourcing Issues
Greatest Value
outsource only to firms possessing a core competence in terms of performing the primary or support activity being outsourced
Outsourcing Issues
Nonstrategic Team of Resources
do not outsource capabilities that are critical to their success, even though the capabilities are not actual sources of competitive advantage