Chapter 6 - Part 2 Worksheet

the degree to which 2 companies have overlapping products, services, or customers in multiple markets.
the extent to which a competitor has similar amounts and kinds of resources
a competitive move designed to reduce a rival's market share or profits
a competitive counter move, prompted by arrivals attack, to defend or improve a company's market share or profit
the assets, capabilities, processes, information and knowledge that an organization uses to improve its effectiveness and efficiency and create a sustainable competitive advantage
providing greater value for customers than competitors can
a competitive advantage that other companies have tried unsuccessfully to duplicate and have, for the moment stop trying to duplicate
a resource that allows companies to improve efficiency and effectiveness
a resource that is not controlled or possessed by many competitive firms
a resource that is impossible or extremely costly or difficult for other firms to duplicate
A resource that produces value or competitive advantage and has no equivalent substitutes or replacements
a reluctance to change strategies or competitive practices that have been successful in the past
a discrepancy between a company's intended strategy and the strategic actions managers take when implementing that strategy
an assessment of the strengths and weaknesses in an organization's internal environment and the opportunities and threats in its external environment
water company can make, do, or perform better than its competitors
the internal decision-making routines, problem solving processes, and organizational cultures that determine how efficiently inputs can be turned into outputs
a group of companies within an industry against which top managers compare, evaluate, and benchmark strategic threats and opportunities
the central companies in a strategic group
the firms in a strategic group that follows strategies related to somewhat different from those of the core firms
the overall organizational strategy that addresses the question,” what businesses or business are we in or should we be in?”
a strategy for reducing risk by buying a variety of items so that the failure of one stock or one business does not doom the entire portfolio
a corporate level strategy that minimizes risk by diversifying investment among various businesses or product lines
the purchase of a company by another company
creating or requiring companies a completely unrelated businesses
strength, weakness, opportunity, threats.