Strategic Management
Part 1
Chapter 1 Chapter 2 Chapter 3
© Don Hammond/Design Pics/Corbis
Strategic Management Inputs
Strategic Management and Strategic Competitiveness, 2
The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis, 32
The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages, 68
Strategic Management and Strategic Competitiveness
Studying this chapter should provide you with the strategic management knowledge needed to:
1. Define strategic competitiveness, strategy, competitive advantage, above-average returns, and the strategic management process. 2. Describe the competitive landscape and explain how globalization and technological changes shape it. 3. Use the industrial organization (I/O) model to explain how firms can earn aboveaverage returns. 4. Use the resource-based model to explain how firms can earn above-average returns. 5. Describe vision and mission and discuss their value. 6. Define stakeholders and describe their ability to influence organizations. 7. Describe the work of strategic leaders.
© Don Hammond/Design Pics/Corbis
8. Explain the strategic management process.
Boeing and Airbus: A Global Competitive Battle over Supremacy in Producing Commercial Aircraft
right: © AP Photo/Boeing, left: © AP Photo/Oliver Fantitsch
Boeing has historically been a global leader in manufacturing commercial airplanes. However, in 2001, Airbus had more orders than Boeing for the first time in their competitive history. But, in 2006, Boeing regained its supremacy with 1,044 versus 790 orders for commercial aircraft. The main turnaround in this battle for competitor orders has been most visible in the super jumbo category with Airbus’s A-380 versus Boeing’s 787 . Apparently in 1992, Boeing and Airbus’s parent EADS agreed to a joint study on prospects for a super jumbo aircraft. The impetus for the study was the growing traffic in China and India. However, Airbus and
Chapter 1 Chapter 2 Chapter 3
© Don Hammond/Design Pics/Corbis
Strategic Management Inputs
Strategic Management and Strategic Competitiveness, 2
The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis, 32
The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages, 68
Strategic Management and Strategic Competitiveness
Studying this chapter should provide you with the strategic management knowledge needed to:
1. Define strategic competitiveness, strategy, competitive advantage, above-average returns, and the strategic management process. 2. Describe the competitive landscape and explain how globalization and technological changes shape it. 3. Use the industrial organization (I/O) model to explain how firms can earn aboveaverage returns. 4. Use the resource-based model to explain how firms can earn above-average returns. 5. Describe vision and mission and discuss their value. 6. Define stakeholders and describe their ability to influence organizations. 7. Describe the work of strategic leaders.
© Don Hammond/Design Pics/Corbis
8. Explain the strategic management process.
Boeing and Airbus: A Global Competitive Battle over Supremacy in Producing Commercial Aircraft
right: © AP Photo/Boeing, left: © AP Photo/Oliver Fantitsch
Boeing has historically been a global leader in manufacturing commercial airplanes. However, in 2001, Airbus had more orders than Boeing for the first time in their competitive history. But, in 2006, Boeing regained its supremacy with 1,044 versus 790 orders for commercial aircraft. The main turnaround in this battle for competitor orders has been most visible in the super jumbo category with Airbus’s A-380 versus Boeing’s 787 . Apparently in 1992, Boeing and Airbus’s parent EADS agreed to a joint study on prospects for a super jumbo aircraft. The impetus for the study was the growing traffic in China and India. However, Airbus and