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MENTAL MAP STRATEGY
- Concept
- Pattern
- What business the company is in
- What business it is to be
- Long Term
- Become diversified along many lines of business
- to set up distant plants and offices
- Personality of the firm
- Products, markets,
channels for reaching the
markets
- Decisions to expand the volume of activities
- Move into new economic functions
- Actions
- Pattern
- Strategy is been DIFFERENCE, choosing
a different set of activities to deliver a unique mix of value.
- Levels of strategy
- Corporate level
- What businesses the firm should be in
- What businesses should leave
- How to manage the array of businesses
- Growth Strategy
- Market Penetration
- Market development
- Product Development
- Diversification
- Reasons
- Economies of scope
- Economies of scale
- Lowering transition cost
- Increasing market
power
- Responding to market decline
- Spreading risk
- Expectations of powerful
stakeholders
- Economies of scope
- Related
- Vertical integration
- Backward Integration
- Forward Integration
- Backward Integration
- Horizontal integration
- Concentric diversification
- Vertical integration
- Reasons
- Market Penetration
- Alliances
- Resources
- Tangible
- Physical resources
- Physical resources
- Intangible
- Patternts
- Brand names
- Patternts
- Human
- Tangible
- Synergies
- Modular
- Sequential
- Reciprocal
- Modular
- The marketplace the company compete in
- Take into account external factors
- Degree of uncertainty
- Forces of competition
- Degree of uncertainty
- Take into account external factors
- Resources
- Acquire
- 100% of an other company
- 100% of an other company
- What businesses the firm should be in
- business level
- How to be different
- Competitive strategy is the search for a
favorable competitive position in a industry
- Differentiation
- Seeks to be unique in its industry
- Selects one or more attributes
- Premium price
- Can not ignore its cost position
- Seeks to be unique in its industry
- Cost leadership
- Low cost producer in its industry
- Economies of scale
- Standard
- can not ignore the
bases of differentiation,
- Low cost producer in its industry
- Differentiation
- sector
- How to be different
- Corporate level
- A field
- Is a social constructed entity
- Has negotiated boundaries
- Economics
- Sociology
- Marketing
- Economics
- A critical mass of scholars
believe it ti exist and share
conceptions of its essential
meanings
- Is a social constructed entity
- The 9 building blocks
- Customer segment
- Value Proposition
- Channels
- Customer relationships
- Revenue Streams
- Key resources
- Key partnerships
- Key activities
- Cost structure
- Customer segment
- How to define businesses
- Users and clients
- Different groups of clients
- Value propositions, identifying pains, gains, moments.
- Different needs
- Start by identifying customer segment or value proposition
- Who participates in the process?
- The use of visual displays
- Users and clients
- CSR
- Understands interdependency
- Business
- Society
- Business
- Justifications
- Moral obligation
- Sustainability
- License to operate
- Reputational
- Moral obligation
- Source
- Opportunity for differentiation
- Competitive advantage
- Opportunity for differentiation
- Understands interdependency
- Crafting Strategy
- Traditional skill
- Dedication
- Mastery of detail
- Traditional skill
- The P' of Strategy
- Plan
- Perspective
- Position
- Pattern
- Plan
- The strategic Management Process
- Understanding Strategy and performance
- Environmental and internal scanning
- Resources and capabilities
- Strengths and weaknesses
- Resources and capabilities
- Strategy Formulation
- Strategy Implementation
- Understanding Strategy and performance
- DIEGO MEDINA CANO
Recursos multimedia adjuntos
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