Strategic Management and Strategic Competitiveness

Strategic Management and Strategic Competitiveness

Strategic Management and Strategic Competitiveness



We have attached a case study on qwerkywrters. Using this case study as a basis we want you to write a document stating how qwerkywriters would use the below strategies. The strategies are mentioned below: Strategic Management and Strategic Competitiveness 1. Define strategic competitiveness, strategy, competitive advantage, above-average  returns, and the strategic management process. 2. Explain the strategic management process. 3. Describe the competitive landscape and explain how globalisation and technological changes shape it. 4. Use the industrial organisation (I/O) model to explain how firms can earn above-average returns. 5. Use the resource-based model to explain how firms can earn above-average returns. 6. Describe vision and mission and discuss their value. 7. Define stakeholders and describe their ability to influence organisations. 8. Describe the work of strategic leaders. External Environment 1. Explain the importance of analysing and understanding the firm’s external environment. 2. Define and describe the general environment and the industry environment. 3. Discuss the four activities of the external environmental analysis process. 4. Name and describe the general environment’s seven segments. 5. Identify the five competitive forces and explain how they determine an industry’s profitability potential. 6. Define strategic groups and describe their influence on firms. 7. Describe what firms need to know about their competitors and different methods (including ethical standards) used to collect intelligence about them. Internal Organisation 1 Explain why firms need to study and understand their internal organisation. 2 Define value and discuss its importance. 3 Describe the differences between tangible and intangible resources. 4 Define capabilities and discuss their development. 5 Describe four criteria used to determine whether resources and capabilities are core competencies. 6 Explain how firms analyse their value chain for the purpose of determining where they are able to create value when using their resources, capabilities, and core competencies. 7 Define outsourcing and discuss reasons for its use. 8 Discuss the importance of identifying internal strengths and weaknesses. 9 Discuss the importance of avoiding core rigidities. Business Level Strategy 1 Define business-level strategy. 2 Discuss the relationship between customers and business-level strategies in terms of who, what, and how. 3 Explain the differences among business-level strategies. 4 Use the five forces of competition model to explain how above-average returns can be earned through each business-level strategy. 5 Describe the risks of using each of the business-level strategies. Competitive Rivalry & Dynamics 1 Define competitors, competitive rivalry, competitive behaviour, and competitive dynamics. 2 Describe market commonality and resource similarity as the building blocks of a competitor analysis. 3 Explain awareness, motivation, and ability as drivers of competitive behaviour. 4 Discuss factors affecting the likelihood a competitor will take competitive actions. 5 Describe factors affecting the likelihood a competitor will respond to actions taken by its competitors. 6 Explain competitive dynamics in slow-cycle, in fast-cycle, and in standard-cycle markets. Corporate-Level Strategy 1. Define corporate-level strategy and discuss its purpose. 2. Describe different levels of diversification achieved using different corporate-level strategies. 3. Explain three primary reasons firms diversify. 4. Describe how firms can create value by using a related diversification strategy. 5. Explain the two ways value can be created with an unrelated diversification strategy. 6. Discuss the incentives and resources that encourage diversification. 7. Describe motives that can encourage managers to over-diversify a firm. Merger and Acquisition Strategy 1. Explain the popularity of merger and acquisition strategies in firms competing in the global economy. 2. Discuss reasons why firms use an acquisition strategy to achieve strategic competitiveness. 3. Describe seven problems that work against achieving success when using an acquisition strategy. 4. Name and describe the attributes of effective acquisitions. 5. Define the restructuring strategy and distinguish among its common forms. 6. Explain the short- and long-term outcomes of the different types of restructuring strategies. International Strategy 1. Explain incentives that can influence firms to use an international strategy. 2. Identify three basic benefits firms achieve by successfully implementing an international strategy. 3. Explore the determinants of national advantage as the basis for international business-level strategies. 4. Describe the three international corporate-level strategies. 5. Discuss environmental trends affecting the choice of international strategies, particularly international corporate-level strategies. 6. Explain the five modes firms use to enter international markets. 7. Discuss the two major risks of using international strategies. 8. Discuss the strategic competitiveness outcomes associated with international strategies particularly with an international diversification strategy. 9. Explain two important issues firms should have knowledge about when using international strategies. Cooperative Strategy 1. Define cooperative strategies and explain why firms use them. 2. Define and discuss the three major types of strategic alliances. 3. Name the business-level cooperative strategies and describe their use. 4. Discuss the use of corporate-level cooperative strategies in diversified firms. 5. Understand the importance of cross-border strategic alliances as an international cooperative strategy. 6.  Explain cooperative strategies’ risks. 7. Describe two approaches used to manage cooperative strategies. (only citations are required in Harvard style) All the strategies mentioned should be written in accordance with qwerkywriters. ( Very important) and make each and everything very brief

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