1. Strategic Management: Concepts and Cases
Part I: Strategic Management Inputs
Chapter 1: Strategic Management and Strategic Competitiveness

2. Chapter 1: Strategic Management and Strategic Competitiveness
Overview: Eight content areas
Nature of Competition
The 21st Century Competitive Landscape
I/O Model of Above-Average Returns (AAR)
Resource-Based Model of AAR
Strategic Vision and Mission
Stakeholders
Strategic Leaders
The Strategic Management Process

3. Nature of Competition: Boeing vs. Airbus
Historically a global leader in airplane manufacturing
Revenue from commercial aircraft division & gov’t contracts
Regained supremacy in 2006: more 787 super jumbo orders vs. Airbus’s more efficient A-380
Changed strategy and design
Different production process
Smaller plane (787 Dreamliner)
Airbus
EU Government owned and subsidized
Won competitor battle with Boeing between 2001 & 2005
Responded to customer demands with more efficient A-380 aircraft

4. Nature of Competition: Basic concepts
Strategic Competitiveness
Achieved when a firm formulate & implements a value-creating strategy
Strategy
Integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage
Competitive Advantage (CA)
Implemented strategy that competitors are unable to duplicate or find too costly to imitate
Above Average Returns
Returns in excess of what investor expects in comparison to other investments with similar risk

5. Nature of Competition: Basic concepts (Cont’d)
Risk
Investor’s uncertainty about economic gains/losses resulting from a particular investment
Average Returns
Returns equal to what investor expects in comparison to other investments with similar risk
Strategic Management Process (SMP)
Full set of commitments, decisions and actions required for a firm to achieve strategic competitiveness and earn above average returns

6. The Strategic Management Process

7. Chapter 1: Strategic Management and Strategic Competitiveness
Overview: Eight content areas
Nature of Competition
The 21st Century Competitive Landscape
I/O Model of Above-Average Returns (AAR)
Resource-Based Model of AAR
Strategic Vision and Mission
Stakeholders
Strategic Leaders
The Strategic Management Process

8. 21st Century Competitive Landscape
Introduction: The Competitive Landscape (CL)
Pace of change is rapid
Partnerships created by mergers & acquisitions (M&As)
Other CL characteristics: Economies of scale, advertising budgets not as effective as before, change in managerial mind-set from “traditional” to more flexible and innovative

9. 21st Century Competitive Landscape (Cont’d)
Introduction: The Competitive Landscape (CL)
Hypercompetition – extremely intense rivalry among competing firms, characterized by
Escalating & increasingly aggressive competitive moves
Assumptions of market stability replaced with notion of INstability and change
Two primary drivers of the competitive landscape:
The global economy
Technology

10. 21st Century Competitive Landscape (Cont’d)
The Global Economy
Goods, services, people, skills and ideas move freely across geographic borders
Europe, through the European Union (EU) is the world’s largest single market
EU vs U.S. GDP: 35% higher
Emerging major competitive forces: China & India
In summary: globalization increased economic interdependence among countries as reflected in the flow of goods and services, financial capital, and knowledge across country borders

11. 21st Century Competitive Landscape (Cont’d)
Technology and Technological Changes
3 categories:
1. Technology diffusion & disruptive
technologies
2. The information age
3. Increasing knowledge intensity

12. 21st Century Competitive Landscape (Cont’d)
Technology and Technology Changes (Cont’d)
Technology diffusion
Perpetual innovation: describes how new information-intensive technologies are replacing older forms
Speed to market may be primary competitive advantage
12 – 18 month timeframe to gather info re: competitor R&D
Disruptive technologies
Technologies that
Destroy value of existing technology
Create new markets

13. 21st Century Competitive Landscape (Cont’d)
Technology and Technology Changes (Cont’d)
1. Technology diffusion & disruptive technologies
2. The information age
3. Increasing knowledge intensity

14. 21st Century Competitive Landscape (Cont’d)
Technology and Technology Changes (Cont’d)
The information age
Dramatic changes over last several years
Major technological developments: computers, phones, artificial intelligence, virtual reality
Internet provides infrastructure for information anytime, anywhere
Increasing knowledge intensity
Defined as information, intelligence & expertise and is the basis of technology and its application
Gained through experience, observations and inferences
Strategic Flexibility – set of capabilities used to respond to various demands and opportunities existing in a dynamic and uncertain competitive environment

15. Chapter 1: Strategic Management and Strategic Competitiveness
Overview: Eight content areas
Nature of Competition
The 21st C Competitive Landscape
I/O Model of Above-Average Returns (AAR)
Resource-Based Model of AAR
Strategic Vision and Mission
Stakeholders
Strategic Leaders
The Strategic Management Process

16. Industrial Organizational (I/O) Model of Above-Average Returns (AAR)

17. Industrial Organizational (I/O) Model of Above-Average Returns (AAR)
Basic Premise – to explain the dominant influence of the external environment on a firm's strategic actions and performance

18. Industrial Organizational (I/O) Model of Above-Average Returns (AAR)
Underlying Assumptions
External environment imposes pressures and constraints that determine the strategies resulting in AAR
Most firms compete within a particular industry/segment
Control similar strategically relevant resources
Pursue similar strategies in light of those resources
Resources for implementing strategies are highly mobile across firms
Therefore any resource differences between firms will be short-lived
Organizational decision makers are rational and committed to acting in the firm's best interests, as shown by their profit-maximizing behaviors

19. Industrial Organizational (I/O) Model of Above-Average Returns (AAR)
Five-Forces Model (Michael Porter)
The 5 Forces includes
Suppliers, buyers, competitive rivalry, product substitutes and potential entrants
Reinforces the importance of economic theory
Analytical tool previously lacking in the field of strategy
Determines the nature/level of competition and profit potential in an industry
Suggests an industry’s profitability is an interaction between these 5 forces

20. Industrial Organizational (I/O) Model of Above-Average Returns (AAR) (Cont’d)
Limitations
Only two strategies are suggested:
Cost Leadership
THE low-cost leader
Differentiation
Customer willing to pay the premium price for ‘being different’
Internal resources & capabilities not considered

21. The Resource-Based Model of AAR

22. The Resource-Based Model of AAR (Cont’d)
Basic Premise - a firm's unique [internal] resources & capabilities, in combination, is the basis for firm strategy and AAR
Each firm’s performance difference across time emerges (vs industry’s structural characteristics)
Combined uniqueness should define the firms’ strategic actions
Resources are tangible and intangible

23. The Resource-Based Model of AAR (Cont’d)
Resources
Inputs into a firm's production process
Includes capital equipment, employee skills, patents, high-quality managers, financial condition, etc.
Basis for competitive advantage: When resources are valuable, rare, costly to imitate and nonsubsitutable
Internal/firm-specific resources (N=3)
Physical
Things you can touch/feel = tangible
Human
People / employees
Organizational capital
Relative to the firm itself

24. The Resource-Based Model of AAR (Cont’d)
Capability
Capacity for a set of resources to perform a task or activity in an integrative manner
Core Competency
A firm’s resources and capabilities that serve as sources of competitive advantage over its rival
Summary
A firm has superior performance because of
Unique resources and capabilities, and the combination makes them different, and better, than their competition – driving the competitive advantage

25. Chapter 1: Strategic Management and Strategic Competitiveness
Overview: Eight content areas
Nature of Competition
The 21st C Competitive Landscape
I/O Model of Above-Average Returns (AAR)
Resource-Based Model of AAR
Strategic Vision and Mission
Stakeholders
Strategic Leaders
The Strategic Management Process

26. Vision and Mission Vision Mission Picture of what the firm wants to be
What the firm ultimately wants to achieve
An effective vision statement is the responsibility of the leader who should work with others to form it
Foundation for the mission
Mission
Specifics business(es) in which firm intends to compete and customers it intends to serve
More specific than the vision

27. Stakeholders
Basic Premise – a firm can effectively manage stakeholder relationships to create a competitive advantage and outperform its competitors
Stakeholders are individuals and groups
They can affect, and are affected by, the strategic outcomes/performance a firm achieves
Three (3) classifications

28. The Three Stakeholder Groups

29. Stakeholders (Cont’d)
Classifications of Stakeholders
Capital Market
Expect returns commiserate with risk accepted by investments
Higher the dependency relationship, the more direct and significant firm’s response
Product Market
The 4 groups benefit due to competitive battles
Organizational
The employees

30. Chapter 1: Strategic Management and Strategic Competitiveness
Overview: Eight content areas
Nature of Competition
The 21st C Competitive Landscape
I/O Model of Above-Average Returns (AAR)
Resource-Based Model of AAR
Strategic Vision and Mission
Stakeholders
Strategic Leaders
The Strategic Management Process

31. Strategic Leaders
People located in different parts of the firm using the strategic management process to help the firm reach its vision and mission
Decisive and committed to nurturing those around them
Create and sustain organizational culture
Organizational culture emerges from & sustained by leaders
Complex set of ideologies, symbols and core values shared throughout the firm
Affects leaders/their work which in-turn shapes culture
Influences how the firm conducts business

32. Strategic Leaders (Cont’d)
The Work of Effective Strategic Leaders
Work long hours
Must be able to “think seriously and deeply…about the purposes of the organizations they head or functions they perform, about strategies, tactics,…..and people…and about the important questions … they need to ask.”
Predicting Outcomes: Profit Pools (PP)
Anticipates their decisions relative to the PP
Entails the total profits earned in an industry at all points along the value chain

33. Strategic Management Process
Rational approach used by firms to achieve strategic competitiveness and earn above average returns (AAR)
Figure 1.1 (Diagram of chapter relationships)
Part 1: Strategic Mgmt Inputs
Part 2: Strategic Actions: Strategy Formulation
Part 3: Strategic Actions: Strategy Implementation
Part 4: Cases