Lecture Crafting and executing strategy (17/e): Chapter 4 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble

Chapter 4: Evaluating a Company’s Resources and Competitive Position Screen graphics created by: Jana F. Kuzmicki, Ph.D. Troy University McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter Learning Objectives 1. Understand how to evaluate a company’s internal situation and capabilities and identify the resource strengths capable of becoming the cornerstone of the company’s strategic approach. 2. Grasp how and why activities performed internally by a company and those performed externally by its suppliers and forward channel allies determine a company’s cost structure and ability to compete successfully. 3. Learn how to evaluate a company’s competitive strength relative to key rivals. 4. Understand the role and importance of industry and competitive analysis and internal situation analysis in identifying strategic issues company managers must address. 4-2 Chapter Roadmap Question 1: How Well Is the Company’s Present Strategy Working? Question 2: What Are the Company’s Resource Strengths and Weaknesses and Its External Opportunities and Threats? Question 3: Are the Company’s Prices and Costs Competitive? Question 4: Is the Company Competitively Stronger or Weaker than Key Rivals? Question 5: What Strategic Issues and Problems Merit Front-Burner Managerial Attention? 4-3 Company Situation Analysis: The Key Questions 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 competitively stronger or weaker than key rivals? 5. What strategic issues merit front-burner managerial attention? 4-4 Figure 4.1: Identifying Components of a Single-Business Company’s Strategy 4-5 ... - tailieumienphi.vn