Chapter 7 :STRATEGIES FOR COMPETING IN INTERNATIONAL MARKETS

In this chapter,I learned about STRATEGIES FOR COMPETING IN INTERNATIONAL MARKETS. First in this chapter, I know about :

Next was about The Diamond of National Advantage

So, what is the Diamond Framework?

uAnswers important questions about competing on an international basis by:

●Predicting where new foreign entrants are likely to come from and their strengths.

●Highlighting foreign market opportunities where rivals are weakest.

Identifying the location-based advantages of conducting certain value chain activities of the firm in a particular country

Next was about Three Approaches for Competing Internationally

On the other hand is about Profit Sanctuary Potential of Domestic-only, International, and Global Competitors

Week 6 STRENGTHENING A COMPANY’S COMPETITIVE POSITION: STRATEGIC MOVES, TIMING, AND SCOPE OF OPERATIONS

In this chapter, I learned the best things that is STRENGTHENING A COMPANY’S COMPETITIVE POSITION: STRATEGIC MOVES, TIMING, AND SCOPE OF OPERATIONS

First of all, its about MAXIMIZING THE POWER OF A STRATEGY

Next, we should know about CONSIDERING STRATEGY-ENHANCING MEASURES

I also have learned how to choose THE BASIS FOR COMPETITIVE ATTACK

The vertical integration Strategies is also important.

Week 5 of Strategic management

What I have learned in chapter 5 are about THE FIVE GENERIC COMPETITIVE STRATEGIES: WHICH ONE TO EMPLOY?

First, what should I know is Why do strategies differ ? 

Next was about The Five Generic Competitive Strategies

After that, I learned about Cost Drivers: The Keys to Driving Down Company Costs

In this chapter also, I learned SUCCESSFUL APPROACHES TO SUSTAINABLE DIFFERENTIATION

uDifferentiation that is difficult for rivals to duplicate or imitate:

●Company reputation

●Long-standing relationships with buyers

●Unique product or service image

uDifferentiation that creates switching costs that lock in buyers

●Patent-protected product innovation

●Relationship-based customer service

Week 4 of strategic management

Ok, in this week, we will discuss about EVALUATING A COMPANY’S RESOURCES, CAPABILITIES, AND COMPETITIVENESS. What we should know in the first is about :

4.1 Identifying the Components of a Single-Business Company’s Strategy

in this chapter, what I know about the core concept is  A resource is a competitive asset that is owned or controlled by a firm

♦A capability or competence is the capacity of a firm to perform and internal activity competently through deployment of a firm’s resources.

♦A firm’s resources and capabilities represent its competitive assets and are big determinants of its competitiveness and ability
to succeed in the marketplace.

I also have learn the SWOT analysis that is

SWOT Analysis

is a powerful tool for sizing up a firm’s:

internal strengths (the basis for strategy)

Internal weaknesses (deficient capabilities)

Market opportunities (strategic objectives)

External threats (strategic defenses)

I also leran how to identify A COMPANY’S INTERNAL STRENGTHS

uA Competence

●Is an activity that a firm has learned to perform with proficiency—a capability.

uA Core Competence

●Is a proficiently performed internal activity that is central to a firm’s strategy and competitiveness.

uA Distinctive Competence

●Is a competitively valuable activity that a firm performs better than its rivals.

Today I will continue my post in this blog about strategic management. What will we discuss in chapter three are about :

EVALUATING A COMPANY’S EXTERNAL ENVIRONMENT

3.1 From Thinking Strategically about the Company’s Situation to Choosing a Strategy

After we understand on that flowchart, we should know what is it CORE CONCEPT. Its is  the macro-environment encompasses the broad environmental context in which a company’s industry is situated that includes strategically relevant components over which the firm has no direct control.


In Core Concept, it's include PESTEL that is an analysis that  focuses on the six principal components of strategic significance in the macro-environment:

●Political

●Economic,

●Social

●Technological,

●Environmental

●Legal

3.2 : The Components of a Company’s Macro-Environment

This will explain to you briefly

3.3 The Five-Forces Model of Competition: A Key Analytical Tool

3.4 Factors Affecting the Strength of Rivalry

3.5 Factors Affecting the Threat of Entry

3.6 Factors Affecting Competition from Substitute Products

3.7 Factors Affecting the Bargaining Power of Suppliers