1. Competitive markets
1.1. Profit
1.1.1. New competitors
1.2. In perfectly competitive markets: NO PROFITS
1.3. Competitve Dynamics
1.4. Competitive Life Cycle CLC
1.4.1. General
1.4.2. Disruption
1.4.3. Reorder
1.5. Generic Competitve Positions
1.5.1. Axis: Source of advantage
1.5.2. Axis: Competitve scope
1.5.3. Low cost strategy
1.5.4. Differentiation Strategy
1.5.5. Cost leadership strategy
1.5.6. Niche strategy
1.5.7. Integrated strategies
1.6. Diversiificatio / Firm Score
1.6.1. Types
1.6.2. Why diversification?
1.6.2.1. Financial
1.6.2.1.1. 1
1.6.2.1.2. 2
1.6.2.2. Operational
1.6.2.2.1. Synergies
1.6.2.3. Strategic
1.6.2.3.1. 1&2
1.6.2.3.2. 3&4
1.7. Firms
1.7.1. Why exist
2. Toolkit
2.1. Swat analysis
2.2. Evironmental analysis
2.3. Competitor analysis
2.4. Five forces analysis
2.4.1. Threat of entry
2.4.1.1. Industry is more interesting if cost of entry is high
2.4.2. Threat of substitutes
2.4.2.1. Competitive advantages
2.4.2.2. Cross price elasticity
2.4.2.2.1. Eselsbrücke
2.4.3. Bargaining powers
2.4.3.1. Buyers
2.4.3.1.1. Relative concentration
2.4.3.2. Sellers
2.4.4. Intensity Rivalry
2.4.4.1. Price fixing
2.4.4.1.1. Tacit coordination
2.5. Capability Analysis
2.5.1. Value Chain
2.5.2. Alignment
2.5.2.1. Example: nucor
2.5.3. Resources to capabilities
2.5.4. Sustainability
2.5.4.1. Imitation
2.5.4.2. Durability
2.5.5. Build capabilities
2.5.5.1. 1
2.5.5.2. 2
2.6. CLC Analysis
2.6.1. Apple example
2.6.2. Questions
2.7. Strategy Map
2.8. Diversifikation Matrix (Mc Kinsey)
3. Strategy
3.1. Definition
3.1.1. Definition
3.1.1.1. Fundamental principle
3.1.1.1.1. 1st corollary
3.1.1.2. Alternatively