15222075
Description
Mind Map by Cecilia| Velazquez, updated more than 1 year ago
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Created by Cecilia| Velazquez
over 6 years ago
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Which strategy when
- Depending on company circumstances
- Resources available and how to put them toghether
- Well assembled create competitive advantage
- Asses the status of your company, stable, dinámic, in between
- Stable standards are well defined, product spectating is clear
- Dinamic might have not standard, rpduct life short
- Stable standards are well defined, product spectating is clear
- Asses the status of your company, stable, dinámic, in between
- Well assembled create competitive advantage
- Resources available and how to put them toghether
- Market changing
- Strategy planing
- Market analysis
- Hefty binders
- Frameworks
- Strategy of position
- When industries are stable
- Selecting a valuable and unoccupied industry position
- Competitive advantage:attractive market, industry stability, reinforcement, remains value until shifting a strategy position
- Competitive advantage:attractive market, industry stability, reinforcement, remains value until shifting a strategy position
- When industries are stable
- Strategy of leverage
- Having valuable pieces and making smart moves with them
- When market is moderate
- When market is moderate
- Having valuable pieces and making smart moves with them
- Stratégie of oportunity
- For dinámic industries
- Competitors come and go, customers modify experiences
- Capture opportunities that create series of temporary competitive advantage
- Capture opportunities that create series of temporary competitive advantage
- Competitors come and go, customers modify experiences
- For dinámic industries
- Strategy of position
- Observing market leaders archetypal strategy
- Understanding circumstances
- Where do my product fits: product life circle
- Where do my product fits: product life circle
- Resources stock asses, and links between them
- Strategically resources are valuable, rare, inimitable, nonsubstitutable
- Determine relatonships
- Tight linked resources create defensive positions
- Loos are easier to change
- Tight linked resources create defensive positions
- Strategically resources are valuable, rare, inimitable, nonsubstitutable
- Market analysis
- Strategy planing
- Positionstrategy
- Selecting valuable an unoccupied industry positions
- Create linking company resourses
- Create linking company resourses
- Make smart moves on your position
- Selecting valuable an unoccupied industry positions
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