Rothaermel Exercise 1 Essay examples

1712 Words Aug 8th, 2015 7 Pages
Rothaermel Exercise 1

BUSI 690

29 June 2014

Discussion Question 1.1 (2 parts to this question):

1.1. A strategy is a term used to describe the firm’s “overall efforts to gain and sustain competitive advantage” (Rothaermel, 2013, p. 9). The “translation of the strategy into action takes place in the firm’s business model, which details the firm’s competitive tactics and initiatives” (Rothaermel, p. 11). Basically, a strategy will explain how a firm will make money but the difference between a strategy and the business model is the business model explains how the firm intends to make the money AND puts it into action; the strategy just gives the theory. Business models put strategy into action. A strategy focuses on the company in
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PESTEL is the acronym for political, economic, sociocultural, technological, ecological and legal, and theses are external forces at the macro legal divided into six segments. These forces embedded in the global environment can create both opportunities and threat, so managers must monitor them closely. Managers must be aware of changes, like new competitors entering their market, in order to stay competitive in the business environment/marketplace.
If managers are not aware of these aspects of the environment that are external to their own firm, they may start to lose their competitive advantage if caught unawares.

Discussion Question 3.2:

Porter’s model aims to enable managers not only to understand their industry environment but also to shape their firm’s strategy. The five competitive forces are threat of entry, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. “As a rule of thumb, the stronger the five forces, the lower the industry’s profit potential- making the industry less attractive to competitors. The weaker the five forces, the greater the industry’s profit potential – making the industry more attractive” (Rothaermel, 2013, p. 65). It is recommended that managers position their company in an industry in such a way that relaxes the constraints of strong forces and

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