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Competitive Strategy

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Strategy Writings[1]

Dr. Mary A. Hamilton MBA, Ph.D.
University of Rhode Island http://www.cba.uri.edu/faculty/hamilton/ Dr. Mark Lehrer Ph.D.
University of Rhode Island

Module #1: Introduction by Mark Lehrer 3
Module #2: Industry Analysis by Mark Lehrer 6 Rivalry 8 Entrants 9 Bargaining Power of Suppliers / Buyers 9 Two Cases: Breakfast Cereal and Personal Computers 9
Module #3: Value Chain Analysis by Mark Lehrer 12
Module #4: Industry Value Chains by Mark Lehrer 16
Module #5a: Generic Strategies (by Mary Hamilton) 16
Module #5b: Resource-Based View (by Mary Hamilton 16
Module #6: Industry Life Cycle (by Mark Lehrer) 16
Module #7: Competitive Strategy by Mary A. Hamilton 16 Theory 16 Types of Competitive Strategy 18 Offensive strategies 18 Defensive strategies 19 Collusive Strategies 19 Strategic alliances 20 Application 21
Module #8: Business Models by Mark Lehrer 23 Beyond Strategizing 23 Business Models: A Typology 23 Business Models Beyond the Internet 25
Module #9: Corporate Level Strategy by Mark Lehrer 28
Module #10: International Strategy by Mary A. Hamilton 28 Global Opportunities 28 International Strategic Orientation 29 National Advantages 31 Mode of Entry 32 Competitive Performance 33

Module #1: Introduction by Mark Lehrer

How can one introduce such a multifaceted subject as strategy? What is strategy? Why does it matter?

The concept of strategy comes from military parlance. In the military it is not always enough to be superior in arms or artillery. While superior resources often do provide an advantage, outcomes also depend on how intelligently and coherently these resources are used. This, in turn, depends on solid analysis of the situation, a good understanding of the game being played and of the nature of the game. Yet analysis (strategy

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