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Corporate Strategy 1 Pager
Corporate Strategy 1 Pager
Corporate Strategy 1 Pager
2. a) How does the environment affect the attractiveness of the [industry name] industry?
Framework: *PESTEL Analysis*
1. *Political:* Government policies, stability, trade regulations.
2. *Economic:* Economic cycles, inflation, currency strengths.
3. *Sociocultural:* Consumer habits, demographics, cultural preferences.
4. *Technological:* Innovations, R&D, technological barriers.
5. *Environmental:* Sustainability, environmental regulations.
6. *Legal:* Industry-specific regulations, international laws.
2. b) What measures would you suggest for improving the attractiveness of the industry?
Framework: *SWOT Analysis*
1. *Strengths:* Build on core advantages of the industry.
2. *Weaknesses:* Address inherent flaws or challenges.
3. *Opportunities:* Explore emerging trends, markets, or technologies.
4. *Threats:* Develop strategies to tackle potential risks.
3. a) How is the [industry name in Country A] different from the [industry name in Country B]?
Framework: *Comparative Analysis*
1. *Production Volume:* Scale and capacity differences.
2. *Exports/Imports:* International market presence.
3. *Technology and Innovation:* Adoption rate of new techniques.
4. *Government Support:* Differences in policies, subsidies, etc.
3. b) Are the two industries likely to converge in terms of their structural characteristics? Why? What
steps can be taken to achieve convergence?
Framework: *Scenario Analysis*
1. *Likelihood of Convergence:* Identify similarities or trends bringing them closer.
2. *Factors Preventing Convergence:* Identify divergent trends or challenges.
3. *Steps for Convergence:* Recommend collaborations, best practice sharing, regulations, etc.
Sources of competitive advantage:
Differentation: Can be broad focused (multiple products) as well as narrow focused (Apple).
Differentiated firms still need to ensure that they have a low cost of operation.
Resource and capability in building: Relative strength vs. Strategic importance (Pg. 110)
Types of resources
Dynamic capabilities are valued the most as they allow the modification
and adaptation of lower level operational and functional capabilities.
[Pg. 105]