A product that is strongly differentiated from Too much underutilized plant capacity those of rivals Cost advantages over rivals No well-developed or proven core competencies Core competencies in…………. No distinctive competencies or competitive superiority A distinctive competence in Resources that are readily copied or for …………. which substitute are plenty Resources that are hard to copy and for No clear strategic direction which there are no good substitutes Potential market opportunities Potential external threats to future profitability Openings to win market from rivals Increasing intensity of competition among industry rivals squeezing profit margins – Sharply rising buyer demand for Slowdowns in market growth products/services Unserviced customer groups or market Likely entry of potent new competitors segments Demand in geographic markets Loss of sales to substitute products A broader of customer needs than Growing bargaining power of customers or currently suppliers Online sales via internet Vulnerability to industry driving forces Integrating forward or backward Shift in buyer’s needs and tastes away from the industry’s product/services Falling trade barriers in attractive foreign Adverse demographic changes that markets threaten to curtail demand for the industry’s products/services firms are open for acquisition with Adverse economic conditions that threaten attractive technological expertise or critical suppliers or distributors capabilities Potential Alliance or Joint venture partners Changes in technology particularly – to expand the firm’s market coverage or disruptive technology that can undermine boost its competitive capability the firm’s distinctive competencies Openings to exploit emerging new Restrictive foreign trade policies technologies Costly new regulatory requirements Tight credit conditions Rising prices on energy or key inputs
A product that is strongly differentiated from those of rivals Too much underutilized plant capacity Cost advantages over rivals No well-developed or proven core competencies Core competencies in…………. No distinctive competencies or competitive superiority A distinctive competence in …………. Resources that are readily copied or for which substitute are plenty Resources that are hard to copy and for which there are no good substitutes No clear strategic direction Potential market opportunities Potential external threats to future profitability Openings to win market from rivals Increasing intensity of competition among industry rivals – squeezing profit margins Sharply rising buyer demand for products/services Slowdowns in market growth Unserviced customer groups or market segments Likely entry of potent new competitors Demand in geographic markets Loss of sales to substitute products A broader of customer needs than currently Growing bargaining power of customers or suppliers Online sales via internet Vulnerability to industry driving forces Integrating forward or backward Shift in buyer’s needs and tastes away from the industry’s product/services Falling trade barriers in attractive foreign markets Adverse demographic changes that threaten to curtail demand for the industry’s products/services firms are open for acquisition with attractive technological expertise or capabilities Adverse economic conditions that threaten critical suppliers or distributors Potential Alliance or Joint venture partners to expand the firm’s market coverage or boost its competitive capability Changes in technology – particularly disruptive technology that can undermine the firm’s distinctive competencies Openings to exploit emerging new technologies Restrictive foreign trade policies Costly new regulatory requirements Tight credit conditions Rising prices on energy or key inputs
BES712S%20Ten%20Strategic%20Tools%20Procedures.docx