History - Years
Chapter 1
Chapter 2
Chapter 3
Michael Porter
100
Strategy in the new millennium, Corporate Social Responsibility, Business Ethics, and Global strategies
2009
100
Success in achieving long-term goals
What is Strategy
100
Analysis that surveys the general environment
What is PEST
100
How a firm's resources and capabilities are deployed to deliver its business strategy
What is the internal environment
100
This type of industry analysis identifies Buyer Power, Supplier Power, Threat of Substitutes, Threat of New Entrants, and Rivalry as the greatest implications
What is Porter's Five Forces Also....a question on the Porter Video - search YouTube for The Five Competitive Forces that Shape Strategy - question on the introductory video by David K. search Introduction to Strategic Management. - a question on the Blue Chip activity.
200
Strategy as Planning
What is 1960s
200
Two basic questions concern corporate and business strategy
What is Where and How to compete
200
This analysis is more narrow than PEST yet not usually at the firm level.
What is an industry analysis (Porters 5 Forces also accepted)
200
Include the skills to train and develop people
What are human resource capabilities
200
Because of this, new entrants face the cost and risk of creating large scale capacity to start with or a sever cost disadvantage if they enter on a smaller scale
What economies of scale (this is a barrier to entry)
300
Analysis of resources and capabiliites
What are 1980s and 90s
300
The three fundamental attributes along with effective implementation lead to a successful strategy.
What are goals, understanding the environment, and appraisal of resources
300
In an industry analysis, this is important to the extent it affects the industry environment.
What is the general environment (PEST also accepted)
300
Firms try to develop resources which lead to capabilities which lead to this
What is sustainable competitive advantage
300
In analyzing the airlines industry in Europe rather than the USA, trains are a great threat of this.
What are substitutes
400
Strategy as a function of industry analysis
What are 1970s and early 80s
400
These lead to Realized Strategy
What are intended and emergent
400
While many strategists still believe the industry analysis is important, more recent empirical studies suggest something else explains more of the variance of profitability.
What is a firm (or business)
400
These are the ability to learn new capabilities
What are dynamic cababilities
400
This analysis is more internal, separating the activities of the firm into a sequence.
What is value chain analysis
500
Strategy for organizations originated with these professions
What are engineers and military personnel
500
This fits more readily with the central/southern Europe and Asian legal framework of broader stakeholder obligations, is not seen as an imperative requirement by all influential thinkers, is becoming more important for all firms to take account of due to the threat of adverse publicity
What is Corporate Social Responsibility
500
This was the initial major problem for the case, Fitness First.
What is rapid global expansion
500
When analyzing resources as a competitive advantage, this would be considered Harley Davidson's least replicable resource and/or capability
What is a brand
500
Apple's Applecare represents this primary activity of the value chain
What is service
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