Strategic Management
4th Edition
ISBN: 9781259927621
Author: Frank T. Rothaermel The Nancy and Russell McDonough Chair; Professor of Strategy and Sloan Industry Studies Fellow
Publisher: McGraw-Hill Education
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Chapter 4, Problem 3MS
Summary Introduction
To answer: The given questions.
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Identify two current organizations—one organization facing a low-risk competitive environment and one facing a high-risk competitive environment.
For each of these organizations, explain why you have evaluated its competitive environment as either low risk or high risk, using strategic planning and analysis concepts (such as Porter's Five Forces Model)
For each of these organizations, recommend a pairing of a system design tool and a system operation tool that you believe will work especially well in the competitive environment faced by the organization. Be sure to explain why the tools you have chosen are uniquely suited to the competitive environment faced by that organization.
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…
Q2. What are the four generic strategies for dealing with competitive forces, enabled by IT? If you are a manager of a shoes manufacturing company, which strategy you would use to deal with the competitors.
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Similar questions
- Briefly evaluate the strengths and potential sources of competitive advantage in your organization using value-chain analysis (Using a real-world example)arrow_forwardConsidering that you are opening a new business of your own, so to know about the competitive strength, use porters five forces to analyze competition for the business.arrow_forwardThe 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.arrow_forward
- Enumerate at least 3 companies where these forces are their competitive advantage. Then, be prepared in the next class to explain why. Choose only 3 from these: Forces affecting companies where Training and Development is a Key Ingredient to it’s success • Customer service• Productivity• Safety• Employee retention and growth• Uncertainty in the economy• Extended learning beyond classroom• Use of new technology Example (at least 3): • Customer Service - StarbucksThey are trained to personalize their services. They always give their customers a warm welcome and special assistance. • Safety - ToyotaThe Toyota way culture empowers individual workers to take an active role in developing a safer, better system for their daily production responsibilities. • Use of technology - AmazonAmazon's Autonomous mobile robot, Proteus, is capable of automatically moving through Amazon facilities.arrow_forwardIf the (VRIO) analysis shows that company have only valuable and rare resources, the capabilities will classify as Select one: O a. Temporary competitive advantage O b. Unused competitive advantage O c. Sustainable competitive advantage O d. Competitive parityarrow_forwardWhat is outsourcing? Suppose you tried to explain the concept of weighted evaluation models to a manager, and she responded by asking, “So, how do you set the weight factors? Is it just a subjective guess?” How would you reply?arrow_forward
- Two basic competitive strategies are: Cost leadership and Product / service differentiation. You have two business choices in the current pandemic, (1) cleaning service or (2) healthy homemade cooking. Naturally many things are different from the two types of business that you want to be in.Make a business analysis of 2 this type of choice is both qualitative and quantitative, and all of them are supported by reference data and simple calculations to support your competitive strategyarrow_forwardProvide the business strategy or a possible business strategy of a local, national or global company. Explain why the business strategy is important for the company to succeed. Explain what is meant by the term competitive priority and describe the four categories of competitive priorities discussed in the chapter. Please identify one competitive priority the company identified in question one is using. Describe the meaning of productivity. Explain the three types of productivity measures. Describe one type of productivity measure your company identified in question one is using. How is this related to their business strategy, mission or vision? Describe the three types of technologies. Explain the strategic role of technology? Please identify which of the three technologies your company identified in question one is using. If it is a product technology, please provide the name of the product.arrow_forwardPrinciples such as competitive strategy are discussed at length in business school. Nevertheless, as you can see from the Yikes! example, choices about competitive strategy have human implications that must be considered. How do you intend on resolving conflicts between human needs and difficult commercial decisions?arrow_forward
- What does it mean when a member in a competitive set does not have supply, demand, and revenue data? How does this affect your competitive set data and your analysis? What do you do going forward?arrow_forwardPlease solve with step and explanation. I'm needed max in 30-45 minutes thank u and solve the problem based on the image Each Corporation has a different strategy depending on the situation and external conditions of "PESTEL". Please read the corporate strategy material and explain what strategies are carried out by the amazon company.arrow_forwardWhat do you perceive as Segway’s competitive advantage? To what extent is this competitive advantage sustainable over time?arrow_forward
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