1. theories/situations/framworks
1.1. Red queen effect
1.2. first-mover advantage
1.2.1. CA che ha un azienda quqndo è la prima ad entrare in un mercato
1.3. razor-razor-blade business model
1.3.1. prodotto principale a basso costo, che percò non funziona senza prodotto secondario
1.4. CSR: corporate social resposibility
1.5. Analysis, Fromulation, Implementation framework
1.6. value creation
1.7. Black Swan
1.8. reource based view RBW
1.9. devil's adovacy
1.10. ESG: enviromental, social and governance
1.10.1. fattori presi in cosniderazione x valutare sostenibilità e impatto sociale di un'azienda
1.11. principal-agent problem
1.11.1. principal delega agent, ma incentivi e interessi non completamente allieati
1.12. Blue oceans strategy
1.12.1. approccio che suggerisce alle aziende di esplorare e creare nuovi spazi di mercato (blu oceans) anichè competere nei mercati esistenti (red oceans)
1.13. Cube-Square rule
1.13.1. descrive il modo in cui caratteristiche fisiche e strutturali di un oggetto cambiano quando le sue dimensioni vengono modificate
2. strategic management process
2.1. strategic planning
2.1.1. processo formale per definire la visione, la missione, gli obiettivi e le azioni
2.2. scenario planning
2.2.1. black swan
2.2.1.1. dominant strategic plan
2.3. strategy as planned emergence
2.3.1. avere una direzione strategica chiara, ma allo stesso tempo essere flessibili nell'adattarsi alle opportunità e alle sfide che emergono nel tempo
3. decison making
3.1. strategic dissonance
3.2. strategic inflection point
3.3. cognitiv biases in decision making
3.3.1. illusion of control
3.3.2. escalating committment
3.3.3. confirmation bias
3.3.4. reason by anology
3.3.5. representativeness
3.3.6. group think
3.4. Devil's advocacy
3.4.1. highlight what mihgt go wrong
4. PESTEL
4.1. analysis of external factos that migh impinge upon a firm
4.1.1. political
4.1.2. economical
4.1.2.1. 5 macro-economic factors
4.1.2.1.1. growth rates
4.1.2.1.2. employments levels
4.1.2.1.3. interest rates
4.1.2.1.4. price stability
4.1.2.1.5. currency exchange rates
4.1.3. sociocultural
4.1.4. technological
4.1.5. ecological
4.1.5.1. positive externalities
4.1.5.2. negative externalities
4.1.6. legal factors
5. FIVE FORCES MODEL
5.1. rule
5.1.1. the stronger the five forces-> lower porfi potential
5.1.2. the weaker the five forces -> the grater profit potential
5.2. five forces thet staretgic leaders need to consider when
5.2.1. threat of entry
5.2.1.1. less attractive bc:
5.2.1.1.1. pressure incumbent firms to spend more
5.2.1.1.2. reduces industry porfit potential
5.2.1.2. entry barries
5.2.1.2.1. economies of scale
5.2.1.2.2. nework effects
5.2.1.2.3. capital requirements
5.2.1.2.4. government policy
5.2.2. power of suppliers
5.2.2.1. reduce a firm's ability to obtain superior performance
5.2.2.1.1. raise the cost of production
5.2.2.1.2. reduce indutry's profit potential
5.2.3. power of buyers
5.2.3.1. power: pressure put on producers' margins demanding lower price
5.2.4. threat of substitutes
5.2.4.1. reduce indutry profit potential
5.2.5. rivarly among existing competitor
5.2.5.1. determined by
5.2.5.1.1. competitive industry structure
5.2.5.1.2. industry growth
5.2.5.1.3. strategic commitments
5.2.5.1.4. exit barriers
5.2.6. 6^ force
5.2.6.1. role of complements
5.2.6.1.1. product tha adds value to the original one
6. strategic groups
6.1. staregic group model
6.1.1. intra-group rivalry >>> inter-group rivarly
6.1.2. mobility barriers
7. VRIO framwork
7.1. strumento di analisi strategica x valutare le risorse e le capacità di azienda in base a
7.1.1. value
7.1.2. rarity
7.1.3. imitability
7.1.4. organization
7.2. determinare se risorsa puo essere fonte di CA o meno
8. ENTREPRENEURSHIP
8.1. strategic entrepreneurship
8.1.1. nnovazione e pianificazione strategica per creare vantaggio competitivo e crescita sostenibile
8.2. social entrepreneurship
8.2.1. vviare un'attività con l'obiettivo di risolvere problemi sociali o ambientali, combinando impatto sociale e sostenibilità economica
9. industry life cycle
9.1. STAGES:
9.1.1. introudction
9.1.2. growth
9.1.2.1. product innovation
9.1.2.2. process innovation
9.1.3. shakeout
9.1.4. maturity
9.1.5. decline
9.1.5.1. 4 options
9.1.5.1.1. exit
9.1.5.1.2. harvest
9.1.5.1.3. maintain
9.1.5.1.4. consolidate
9.2. INNOVATIONS
9.2.1. incremental e radical innovation
9.2.1.1. incremental
9.2.1.1.1. migliroamento graduale e continuo di un prodotto
9.2.1.2. radical
9.2.1.2.1. cambiamenti rivoluzionari e impatto significativo
9.2.2. architectural e dirsuptive
9.2.2.1. architectural
9.2.2.1.1. rioranizza o modifica il modo in cui i compenenti di un prodotto interagiscono
9.2.2.2. disruptive
9.2.2.2.1. crea nuovo emrcto o rivoluzione settore introducendi prodotti o servizi + accessibili
9.3. crossing the chasm
9.3.1. shows how each stage of ILC is dominated by different custoemrs
9.3.2. Early customers
9.3.2.1. technology enthusiasts
9.3.2.2. ealy adapters
9.3.2.2.1. growth
9.3.2.3. early maojority
9.3.2.3.1. shakeout
9.3.3. Late customers
9.3.3.1. late majority
9.3.3.1.1. maturity
9.3.3.2. lagagrds
9.3.3.2.1. last consumer segment
10. Economy value creation
10.1. economic value created
10.2. value, price and cost
10.2.1. value: dollar amount
10.2.2. cost: cost to produce that product
10.3. = consumer surplus + producer surplus + firm profit
10.4. reservation price
10.4.1. max consumers i willing to pay
11. competitive advantage
11.1. types
11.1.1. competitive parity
11.1.2. competitive disadvantage
11.1.3. sustainable comeptitive advantge
11.2. accounting metrics
11.2.1. strategy
11.2.2. limitations of accounting data
11.2.2.1. focus on tangible assets
11.2.3. intangible and value of the firms
12. shareholders
12.1. legal owners of public companies
12.2. return on their risk capital
12.2.1. = measure of CA matters the most
13. stakeholders
13.1. internal stakeholders
13.2. external stakehokders
14. SBU's
14.1. stand-alone divisions of a larger conglomerate, with their own profit-and loss resposnisbility (-> parte i azienda che oper in mercato diverso)
15. economies of scale/scope
15.1. scale
15.1.1. fenomeno x cui all'aumentare della produzione di un bene, il costo x unità diminuisce
15.2. scope
15.2.1. vantaggi che azienda ottiene qusndo produce varità di beni
15.3. value drivers:
15.3.1. elements that icnrease the perceived value or decrease costs
15.3.1.1. customer services
15.3.1.2. product feature
15.3.1.3. complements
16. generic startegies
16.1. used by any organization for CA
16.1.1. cost leadership
16.1.1.1. create same or similar value for customers, delivering product at a lower cost
16.1.1.1.1. cost drivers
16.1.2. FOCUSED cost leadership + FOCUSED differentiation
16.1.2.1. same but competitive scope is narrower
16.1.3. differentiation
16.1.3.1. create higher value for customers than the value that competitors create -> product with unuqie features
16.1.3.2. goal: add unique features -> increase perceived value
16.1.3.3. benefit
16.1.3.3.1. reduce rivalry
16.1.3.3.2. threat of substitutes
17. strategy process
17.1. strategy formulation
17.1.1. business strategy (HOW TO COMPETE)
17.1.1.1. blue ocean strategy
17.1.1.1.1. combines differentiation and cost leadership
17.1.2. corporate strategy (WHERE TO COMPETE)
17.1.2.1. vertical integration
17.1.2.1.1. azienda che decide di fare da sola, inveced i dipendere da altre aziende
17.1.2.2. horizontal diversification
17.1.2.2.1. azienda amplia propria offerta introducendo nuovi prodotti simili a già esistenti, ma in mercati diversi o complementari
17.1.2.3. geographic scope
17.1.2.3.1. estensione geografica in cui azienda opera
17.1.3. fucntional strategy (HOW TO IMPLEMENT)
17.2. strategy implementation
18. firm performance
18.1. industry effects
18.2. firm effects
18.2.1. corporate straegy
18.2.2. business strategy
18.2.3. industry
18.2.4. industry analysis
18.2.5. strategic position
19. azienda deve avere:
19.1. core competencies
19.1.1. unique strenghts
19.2. resources and capabilities
19.2.1. resources
19.2.1.1. resource based view (teoria su importanza delle risorse)
19.2.1.1.1. this model see resources as key to superior firm perfomance
19.2.1.2. tangible resources
19.2.1.2.1. intangible resources
19.2.1.3. resource heretogeneity
19.2.1.3.1. risorse non sono omogenee, non tutti hanno le stesse
19.2.1.4. resource immobility
19.2.1.4.1. incapacità di alcune risorse di essere trasferite/replicate da azienda ad un'altra
19.2.2. capabilities
19.2.3. activities