Would it not make sense for firms to spread out across strategic spaces? Why or why not?
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Would it not make sense for firms to spread out across strategic spaces? Why or why not?
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- Could a firm simultaneously pursue focus, differentiation, and cost leadership? Should firms do that? Discuss and explain in details.What does ii mean for a firm to have a competitive advantage? What gives a firm a competitive advantage?See if you can identify the value chain relationships that make the businesses of the following companies related in competitively relevant ways. In particular, you should consider whether there are cross-business opportunities for (a) transferring competitively valuable resources, expertise, technological know-how, and other capabilities, (b) cost sharing where value chain activities can be combined, and/or (c) leveraging use of a well-respected brand name. LO8-1, LO8-2, LO8-3, LO8-4 Bloomin’ Brands Outback Steakhouse Carrabba’s Italian Grill Bonefish Grill (market-fresh fine seafood) Fleming’s Prime Steakhouse & Wine Bar L’Oréal Maybelline, Lancôme, Helena Rubinstein, Kiehl’s, Garner, and Shu Uemura cosmetics L’Oréal and Soft Sheen/Carson hair care products Redken, Matrix, L’Oréal Professional, and Kerastase Paris professional hair care and skin care products Ralph Lauren and Giorgio Armani fragrances Biotherm skin care products La Roche–Posay and Vichy Laboratories…
- Can you think of firms that have successfully created a competitive advantage even though other firms provide essentially the same thing? What factors enable this success?In the midst of this chaos, there are strategic opportunities for those firms positioned to take advantage of the new environment. What might some of those opportunities be?Describe what kind of firms may survive even without having to do much environment scanning