Kasika
Thompson−Gamble−Strickland: Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases, Second Edition
II. Core Concepts and Analytical Tools
3. Analyzing a Company’s Resources and Competitive Position
© The McGraw−Hill Companies, 2005
CHAPTER 3
Analyzing a Company’s Resources and Competitive Position
Before executives can chart a new strategy, they must reach common understanding of the company’s current position. —W. Chan Kim and Rene Mauborgne The real question isn’t how well you’re doing today against your own history, but how you’re doing against your competitors. —Donald Kress Organizations succeed in a competitive marketplace over the long run because they can do certain things their customers value better than can their competitors. —Robert Hayes, Gary Pisano, and David Upton Only firms who are able to continually build new strategic assets faster and cheaper than their competitors will earn superior returns over the long term. —C. C. Markides and P. J. Williamson
Thompson−Gamble−Strickland: Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases, Second Edition
II. Core Concepts and Analytical Tools
3. Analyzing a Company’s Resources and Competitive Position
© The McGraw−Hill Companies, 2005
Chapter 2 we described how to use the tools of industry and competitive analysis to assess a company’s external environment and lay the groundwork for matching a company’s strategy to its external situation. In this chapter we discuss the techniques of evaluating a company’s internal circumstances and competitiveness—its resource capabilities, relative cost position, and competitive strength versus rivals. The analytical spotlight will be trained on five questions:
In
1. How well is the company’s present strategy working? 2. What are the company’s resource strengths and weaknesses and its external opportunities and threats? 3. Are the company’s prices and costs competitive? 4. Is the company
II. Core Concepts and Analytical Tools
3. Analyzing a Company’s Resources and Competitive Position
© The McGraw−Hill Companies, 2005
CHAPTER 3
Analyzing a Company’s Resources and Competitive Position
Before executives can chart a new strategy, they must reach common understanding of the company’s current position. —W. Chan Kim and Rene Mauborgne The real question isn’t how well you’re doing today against your own history, but how you’re doing against your competitors. —Donald Kress Organizations succeed in a competitive marketplace over the long run because they can do certain things their customers value better than can their competitors. —Robert Hayes, Gary Pisano, and David Upton Only firms who are able to continually build new strategic assets faster and cheaper than their competitors will earn superior returns over the long term. —C. C. Markides and P. J. Williamson
Thompson−Gamble−Strickland: Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases, Second Edition
II. Core Concepts and Analytical Tools
3. Analyzing a Company’s Resources and Competitive Position
© The McGraw−Hill Companies, 2005
Chapter 2 we described how to use the tools of industry and competitive analysis to assess a company’s external environment and lay the groundwork for matching a company’s strategy to its external situation. In this chapter we discuss the techniques of evaluating a company’s internal circumstances and competitiveness—its resource capabilities, relative cost position, and competitive strength versus rivals. The analytical spotlight will be trained on five questions:
In
1. How well is the company’s present strategy working? 2. What are the company’s resource strengths and weaknesses and its external opportunities and threats? 3. Are the company’s prices and costs competitive? 4. Is the company