9963492
Description
Mind Map by Berenice Huerta Hurtado, updated more than 1 year ago
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Created by Berenice Huerta Hurtado
over 6 years ago
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SWOT
ANALYSIS
- INTERNAL ANALYSIS
- Strenghts
- Competitive advantage
- Profitability
- Value preposition
- Value chain
- Absorptive capacity
- The ability of an enterprise to
identify, value, assimilate, and use
new knowledge.
- The ability of an enterprise to
identify, value, assimilate, and use
new knowledge.
- Activities that transforms inputs
into outputs to create value
- Absorptive capacity
- Value chain
- 1. VALUE
2. COST
3. PRICE
- Value preposition
- Low Cost
- Differentiation
- Profitability
- Competitive advantage
- Weaknesses
- Opportunity areas
- Failures
- Things that are poorly done
- Areas to be improved
- Areas to be improved
- Things that are poorly done
- Failures
- Opportunity areas
- Avoiding failure
and sustaining
competitive
advantage
- Strategy
- Resources
- Tangible
- Untangible
- Tangible
- Capabilities
- Skilss
- Structure
- Processes
- Controls
- Skilss
- Competences
- Distintive competences
- Firm-specific
strengths that allow
a company to
differentiate.
- Firm-specific
strengths that allow
a company to
differentiate.
- Distintive competences
- Strategy
- ANALYZE THE COMPANY ITSELF
- Strenghts
- EXTERNAL ANALYSIS
- Opportunities
- Allow you to create
strategies to earn
more profits
- Allow you to create
strategies to earn
more profits
- Threats
- They jeopardize the
profitability of the
company's business.
- They jeopardize the
profitability of the
company's business.
- Competition within the
industry in which a company
is based.
- COMPETITIVE
FORCES MODEL
- Rivalry among
established
competitors
- Risk of entry
- Barriers
of entry
- Brand loyalty
- Cost advantages
- Economies of scale
- Government regulations
- Customer switching costs
- Brand loyalty
- Barriers
of entry
- Barganing power of suppliers
- Few substitutes of supplies
- The industry is not as important for them
- Significant switching costs
- Few substitutes of supplies
- Threat of substitutes
- Products that
satisfy similar
customer needs
- Ex. : Soda = Water, Juice, Tea, etc.
- Ex. : Soda = Water, Juice, Tea, etc.
- Products that
satisfy similar
customer needs
- Barganing power of buyers
- More choices
- Large purchase quantities
- Dependence to few buyers
- More choices
- Power of complement products
- Products that add value
to products from
another industry
- Ex. : PC's = Software
- Ex. : PC's = Software
- Products that add value
to products from
another industry
- Risk of entry
- Rivalry among
established
competitors
- COMPETITIVE
FORCES MODEL
- ANALYZE THE COMPANY'S INDUSTRY
- Strategic
Groups
- Opportunities
- Used to analyze the internal and external
environment of an organization
- Chapter 2 and 3
- Charles W. L. Hill; Gareth R. Jones; Melissa A. Schilling (2015). Strategic Management: An Integrated Approach,
11th Edition. Cengage: USA
- Porter, M. (1996). “What is Strategy?”. Harvard Business Review. November-December
- M. (2012, December 25). Retrieved August 24, 2017, from https://www.youtube.com/watch?v=H8_W8tAEsfQ
- M. (2012, December 25). Retrieved August 24, 2017, from https://www.youtube.com/watch?v=H8_W8tAEsfQ
- Porter, M. (1996). “What is Strategy?”. Harvard Business Review. November-December
- Charles W. L. Hill; Gareth R. Jones; Melissa A. Schilling (2015). Strategic Management: An Integrated Approach,
11th Edition. Cengage: USA
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