ACTIVITIES GUIDE AND EVALUATION RUBRIC - UNIT 1 - PHASE 2 - STRATEGIC DIAGNOSI

COURSE: STRATEGIC MANAGEMENT

YERLY NAIDU CATANO COD. 1118591190

KARLA NATHALIA TRIANA

TUTOR

NATIONAL UNIVERSITY OPEN AND DISTANCE - UNAD

STRATEGIC MANAGEMENT

CEAD YOPAL

2020
 INTRODUCTION

In this work, phase 2 Strategic Diagnosis will be developed, an Airbnb case will be known and the case

will be internalized and a tree of problems will be developed, then a video will be exposed, which will

be shared, each student will also choose a topic to review it and carry out the corresponding activities

OBJECTIVES

 Apply strategic diagnostic tools in companies to identify their position in the industry or the

market.

 make a video and internalize the theme of the unit

TABLE OF CONTENTS
 YOUTUBE LINK OF EACH STUDENT (ACTIVITY 3)

student: Yerly Naidu Cataño Padilla

links https://www.youtube.com/watch?v=E9K-TSwiqTs
TABLE OF ASSIGNMENT OF STRATEGIC ACTIVITIES AND JOB RESPONSIBILITIES

(ACTIVITY 6)

trategic Proposal Activities Assignment and Work Responsibilities

Group Number: 212053_19
Case title: Airbnb Case
Student name Selected topic Mark with (X) the student

chosen to submit the final

document to the

Evaluation Environment
Student 1.Yerly Naidu External Analysis (Porter´s  

cataño padilla five forces)

Student 2. Name    
Student 3. John Fredy  Internal Analysis (Value  X

Bedoya Chain key findings)

Student 4. Name    
Student 5. Name    

STRATEGIC DIAGNOSIS (ACTIVITY 7)

External Analysis (Porter´s five forces) student Yerly Naidu Cataño Padilla

CONCEPT GENERAL DEFINITION APA REFERENCES

 It is a strategic model elaborated by the engineer and

professor Michael Eugene Porter of the Harvard Business

Porter's five Porter, M (1979).  The
School, in 1979. This model establishes a framework to
forces as structure within
analyze the level of competition within an industry, in
external industries and
order to develop a business strategy. This analysis derives
analysis tool companies’ performance.
in the respective articulation of the 5 forces that determine
Market p. 214-227.
the intensity of competition and rivalry in an industry, and

therefore, how attractive this industry is in relation to

investment opportunities and profitability.

Strength of The first force is the rivalry that exists between the Porter, M (1979).  The

market competitors, that is, what is the degree of existing structure within

competitors competition. industries and

companies’ performance.

Some markets are not very competitive, but this may p. 214-227.

indicate that the demand is not so high or that the product

is becoming obsolete (which will be determined by

analyzing the fourth force).

On the other hand, some markets are extremely saturated,

with many competitors for a limited number of clients. In

that case, your power will be much less.

Some questions that will help you analyze this point are:
 • How many competitors are there in the sector?

• What is the situation of the competitors? Do they

compete for price or other differentials??

It is the negotiation capacity that the suppliers of a sector

have. It can be more comfortable or less depending on the

concentration of companies, the number of suppliers ...

PORTER, Michael.

(nineteen ninety five).

This threat depends on factors of the type:
Competitive strategy,
Supplier
Techniques for analyzing
Power Force Concentration of number of suppliers versus number of
industrial and
companies.
competition sectors.
The purchase volume.
Mexico: CECSA.
The quantity of substitute raw materials that exist.

The costs of changing raw materials.

Number of substitute products available in the market.

 CONCLUSIONS

We can conclude that the model of the 5 port forces, helps us to capture strategies in the market to

compete according to the circumstances and know how to move our chips to reach success in

companies. Another thing it teaches us is that you always have to be aware and informative in a

competitive market.
REFERENCES

 Hales, G., & Mclarney, C. (2017). Uber’s Competitive Advantage vis-à-vis Porter’s Generic

Strategies. IUP Journal of Management Research,  16(4), 7–22.

 Jeyarathmm, M. Strategic Management. (pp. 122-130) Global Media, 2007. ProQuest Ebook

Central.

 Masters, G. M. (2019). Simultaneous Short- Term and Long-Range Planning: Does your

organization have the right strategic plan? Healthcare Executive, 34(3), 54–57.

 Kaplan, R. S., & Norton, D. P. (2007). Using the Balanced Scorecard as a Strategic

Management System. Harvard Business Review, 85(7/8), 150–161