what is Competitive rivalry.
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what is Competitive rivalry.
define Competitive behavior and three factors that drive competitive behavior.
define Competitive rivalry and how strategists can use that to develop strategies that facilitate the attainment of higher financial performance.
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- Who are competitors? How are competitive rivalry, competitive behavior, and competitive dynamics defined in the chapter?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 behaviourHow 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?
- 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.In chapter 2, we studied Porter's Five Forces. The textbook describes five competitive strategies (cost leadership, differientiation, growth, innovation, and alliances). Provide a short (2 to 3 sentence) definition for each of the strategies and provide an example of a company that has utilized computer systems to excel in one of these five areas, and how they did it.Successful businesses follow either cost leadership or product differentiation business strategy. Here, I am not differentiating between broad and focused strategies. Based on their chosen strategies, they would have developed different capabilities and created different business processes (see the Competitive Priorities and Capabilities section in Chapter 1). Please consider Chipotle and McDonald’s business processes, competitive priorities, and capabilities. Based on your consideration, can you determine their chosen business strategies?
- Strategy should be deigned to gain competitive advantage. In this relevance, Porter proposed market forces (e.g.; threat of substitutes, bargaining power of buyers, etc.) and competitive strategies (low cost leadership, etc.). State the examples/scenarios for each of the market forces and competitive strategies that indicate the competitive move by the company results into gaining edge over the rival.As of May 2018, what challenges had PT faced in recent years? Assess the factors in the internal and external environment that led to those challenges? Analyze the industry competition conditions that PT faced. Identify the key external factors that affected PT’s strategic decision. Develop a SWOT Analysis for PT to help King develop his strategy. Indicate how each of elements from the four (4) components from your SWOT, can be used to enhance PT’s competitive advantage. Each component of your SWO must have at least three (3) elements If you were Phillip King, chairman of PT, what recommendations – at least four (4), would you make to improve company performance and address the challenges you outlined in question 1. Provide clear justifications for your reasons.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: 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 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?The sum total set of interrelationships that establish the manner in which competitors behave inan 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 competitivebehaviour c. With the aid of a diagram explain the model of competitive rivalry and how a strategistcan use that understanding to develop strategies that facilitate the attainment of higherfinancial performance?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-competencies