Explain what competitive behaviour is and the three factors that drive competitive behaviour
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1. Explain what competitive behaviour is and the three factors that drive competitive behaviour
2. With the aid of a diagram explain the model of competitive rivalry and how a strategist can use that understanding to develop strategies that facilitate the attainment of higher financial performance
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- 1. Drawing on your knowledge of the PESTEL model, analyse the external environment facing Severstal and identify the key external factors which impact on the company. 2. Using Porter's Five Forces framework, analyse the attractiveness of the global steel Industry in Severstal which ope Support your analysis with evidence from the Severstal case study. 3.Using Porter's Generic Strategies, analyse the competitive strategy employed by Unilever.Support your analysis with evidence from the Unilever case study. 4. Using the Ansoff's matrix, analyse the direction of growth that Unilever has undertaken to grow their busi Provide recommendations for Unllever's future growth.Strong rivalry may hinder firms from making profits. Firms have various ways to evaluate the state of competition and take specific competitive moves, however,Tesla used coopetition. Analyze the widely used Porter forces of competitive rivalry to explain how Tesla embodied coopetition to reduce the rivalry of the existing competition.A: “How can competitive profits be zero in the long run? Who will work for nothing?”B: “It is only excess profits that are wiped out by competition. Managers get paid for thire work; owners get a normal return on capital in competitive long-run equilibrium-no more, no less.” Interpret this dialogue A How can competitive profits be zero
- The value of doing competitive strength assessment is to A) learn how the company ranks relative to rivals on each of the important factors that determine market success and ascertain whether the company has a net competitive advantage or disadvantage vis-à-vis key rivals. B) learn whether a company has a distinctive competence. C) determine how competitively powerful the company's core competencies are. D) determine whether a company's resource strengths are sufficient to allow it to earn bigger profits than rivals. E) learn if the company's market opportunities are better than those of its rivals.The pursuit of competitive advantage requires a strategist to discover or build a company’s core competencies which will constitute the vehicle that will drive the implementation of successful strategies. A renowned global consulting firm, McKenzie Consulting Group states that “in order to gain and sustain competitive advantage, an organization should at least possess three core competencies which will form the foundation upon which successful strategies are developed”.Required:a. Briefly distinguish resources from core-competenciesHow might the firm utilize a business-level cooperative strategy to create a competitive advantage? Of the four business-level cooperative strategies, Complementary strategic alliances: vertical or horizontal, Competition response strategy, Uncertainty-reducing strategy, and Competition reducing strategy, which is most likely to be of significant value to your team's firm? Why? What are the risks associated with this strategy and how might they be managed? What internal governance mechanisms would you propose to monitor managers' decision-making?
- 1. When a company is developing strategies for growth, which tool is it most likely to use. When using this tool what are the strategies that a firm can choose from? 2. Name the two tools that can be used by a firm when conducting a competitive analysis of its environmentThe pursuit of competitive advantage requires a strategist to discover or build a company’s core competencies which will constitute the vehicle that will drive the implementation of successful strategies. A renowned global consulting firm, McKenzie Consulting Group states that “in order to gain and sustain competitive advantage, an organization should at least possess three core competencies which will form the foundation upon which successful strategies are developed”.Required: 1. Briefly distinguish resources from core-competencies? 2. Choose a Ghanaian or Multinational Company operating in Ghana and identify any five tangible resources /capabilities and five intangible resource/capabilities 3. Take each one of the above named tangible and intangible resource/capability and match each against the VRIN framework, clearly justify why any of the named tangible and intangible resource/capability qualifies to be a core competency? 4. Based on the outcome of your analysis above would you…The pursuit of competitive advantage requires a strategist to discover or build a company’s corecompetencies which will constitute the vehicle that will drive the implementation of successfulstrategies. A renowned global consulting firm, McKenzie Consulting Group states that “in orderto gain and sustain competitive advantage, an organization should at least possess three corecompetencies which will form the foundation upon which successful strategies are developed”.Required:a. Briefly distinguish resources from core-competencies? b. Choose a Ghanaian or Multinational Company operating in Ghana and identify any fivetangible resources /capabilities and five intangible resource/capabilities c. Take each one of the above named tangible and intangible resource/capability and matcheach against the VRIN framework, clearly justify why any of the named tangible andintangible resource/capability qualifies to be a core competency? d. Based on the outcome of your analysis above would you say the…
- The sum total set of interrelationships that establish the manner in which competitors behave in an industry could be referred to as competitive dynamics.Required:a. Briefly explain what competitive rivalry is? b. Explain what competitive behaviour is and the three factors that drive competitive behaviourExplain how well Walt Disney has performed in establishing a competitive advantage and value proposition. Discuss which of the five generic strategies most aptly characterizes the Disney Company. What are the performance outcomes from Disney’s strategy? What is your assessment of the long-term attractiveness of the industries represented in the Disney business portfolio? Does the Disney portfolio exhibit good strategic fit? What is your assessment of the Disney Company’s financial and operating performance? What is your assessment of the relative contribution of each business unit to the financial strength of Disney? What actions do you recommend that the Disney Company take to improve the company and to increase shareholder value? Your recommended actions must be supported by a convincing, analysis-based argument(s).Which of the competitors would you focus on in each of the following situations?why?A)Strong verses weak competitorsB)Close verses distant competitors:C)‘Good’ versus ‘bad ‘ competitors