Competitive strategies

Résumé du document

In 500 before JC, in his book Art of War, the Chinese general Sun Tzu explained the decisive importance for a leader to know the forces and weaknesses of his army but also those one of the adversary! Applied in business, it means being able to observe, to know his firm but also the other opponents on the market so as to stay in the race.

It is exactly the role of strategy for firms, term which means a sum of engagements and needed actions in order to realize a durable and superior financial performance. In such a globalized context firms are required to be more and more competitive and must develop strategies to be better. These competitive strategies are the fact of the companies themselves or result from the environment, sometimes are efficient, sometimes not!

Also in which measure the competitive strategies makes firms able to stay in the race?

Extraits

[...] Nevertheless it is very difficult to evaluate to what extent competitive strategies make firms able to stay in the race. Certainly competitive strategies are a pre-requisite for firms to be successful but even if strategic tools are a short of science, running a firm is not that much and so for several reasons: Strategy depends on leaders because people have to trust in the top management to change the habits and make the implementation of new strategies possible. The today's strategies would not be necessary those of tomorrow because of the moving environment, all the more in a more and more globalized context Tools in strategies are most of the time shaped for multinational companies. [...]

[...] The part of the New-Jersey was so successful that even after this event it has been surviving and now is called ESSO! So as we can see states have been guarantors of framework of competitive strategies for firms. But this role is changing because the companies are more and more global. Nowadays this role is becoming this one of the firms and also of the Universities turned towards the world. III. The emergence of tools to develop competitive strategies in firms In a global and competitive environment, firms can't content themselves with a “groping around in the dark” strategy. [...]

[...] Competitive strategies I. Introduction In 500 before JC, in his book Art of War, the Chinese general Sun Tzu explained the decisive importance for a leader to know the forces and weaknesses of his army but also those one of the adversary! Applied in business, it means being able to observe, to know his firm but also the other opponents on the market so as to stay in the race. It is exactly the role of strategy for firms, term which means a sum of engagements and needed actions in order to realize a durable and superior financial performance. [...]

[...] The Shock had a direct impact on the margins of many multinational firms. Their size made them unable to support the reduction of the margins and most of them were about to go bankrupt! The Core Competencies strategy is one of the alternatives of the Porter's model. In the current context the model is more relevant than the former one. The focus of a firm is not an industry but the resources of the firms according to Prahalad, C.K. and Hamel, G. The core competence of the corporation (1990), Harvard Business Review. [...]

[...] But competition is not only a matter of strategies! II. The role of the states: a framework of competitive strategies for the firms The establishment of the economical policies of the states was done trough the development of a framework of competitive strategies. Many ways can be observed. The first one is the strategy of union with very directive policy to foster competitive advantages. The main example is the Japanese way. During all the 18th century, Japon was apparently closed to the rest of the world. [...]