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I. Identification of Strategy (includes but not limited to SWOT) A. Firm Situation

International Management and Personnel Systems Dennis R. Briscoe, Ph.D. I. Identification of Strategy (includes but not limited to SWOT) A. Firm Situation 1. General macro environment 2. Industry and Competitive analysis

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I. Identification of Strategy (includes but not limited to SWOT) A. Firm Situation

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  1. International Management and Personnel Systems Dennis R. Briscoe, Ph.D. I.Identification of Strategy (includes but not limited to SWOT) A. Firm Situation 1. General macro environment 2. Industry and Competitive analysis • Dominant economic characteristics of the industry (e.g., size, rate of growth, stage in life cycle, nature of competition, geographic dispersion, degree of fragmentation) • Competitive analysis (Porter’s 5 Forces) [plus 6th force: complementors] • Driving Forces • Competitive Position of major companies/strategic groups • Competitor analysis • Key success factors • Opportunities and threats • Industry prospects and overall attractiveness

  2. International Management and Personnel Systems Dennis R. Briscoe, Ph.D. 3. Firm analysis • Strategic performance indicators (e.g., revenues, profits, growth rate, market share) • Firm competitive advantage(s) and Distinctive Competencies (Strengths and Weaknessses) • Internal resource strengths and competitive capabilities • Internal weaknesses and resource deficiencies • Efficiency, quality, innovativeness, customer responsiveness • External threats to company’s well being • Competitive strength assessment (prices and costs competitive?) • Conclusions concerning competitive position • Barriers to developing and sustaining competitive advantage • Nature of industry firm competes in (e.g., fragmented or consolidated, stage of life cycle, technology-driven, global) • Major strategic issues the company must address

  3. International Management and Personnel Systems Dennis R. Briscoe, Ph.D. B. Firm strategy: What is it? What has it been? What is its history (and how has it changed over time and why)? Intended or emergent? Strategy should be identified at all levels: corporate, business, and functional. Price versus differentiation; diversification; global; vertical integration; etc.

  4. International Management and Personnel Systems Dennis R. Briscoe, Ph.D. II. Evaluation and Analysis • How is firm doing? Financially and strategically? (This includes financial analysis, ratios, etc.) • Is the strategy a good fit (to its external environment and to its strengths and weaknesses)? • Has the strategy been implemented well (external results and functional-level analysis)?

  5. International Management and Personnel Systems Dennis R. Briscoe, Ph.D. III. Recommendations

  6. International Management and Personnel Systems Dennis R. Briscoe, Ph.D.

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