Strategist's Toolkit: Competitive Life Cycle Analysis

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Del curso dictado por University of Virginia

Business Strategy in Practice (Project-centered Course)

88 calificaciones

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University of Virginia

Business Strategy in Practice (Project-centered Course)

88 calificaciones

Curso 5 de 5 en SpecializationBusiness Strategy

A Capstone Project is an assignment designed specifically to apply and showcase the skills you learned in the Specialization. To this end, the Business Strategy Capstone Project, a comprehensive Strategic Analysis, provides an opportunity for you to synthesize concepts and knowledge from the four prerequisite courses in the specialization. You may continue with the organization you selected for previous assignments or select a new organization for this project. You will analyze the current state of the organization, strategic issues facing the organization, strategic paths the organization might pursue, make a recommendation of the best path for the organization to pursue, and write an Executive Summary. Your finished project will serve as an artifact showcasing your ability to conduct research on/within an organization, select and apply the most appropriate analytical tools, build a well-supported case for a specific position, and effectively communicate key points with executive leadership.

De la lección

Welcome and Getting Started

Welcome to the Business Strategy in Practice project-centered course and congratulations on completing the four prerequisite courses! In this course, you will bring together all that you have learned and employ your toolkit to develop your comprehensive Strategic Analysis. To get started, watch our "Welcome to the Business Strategy in Practice" video lecture. Then, read our Course Overview so you get a sense of what's ahead, including four milestones to help keep you on track to complete your project within the eight weeks. We are excited to watch you put your learning into action! Good luck, work hard, encourage one another, and enjoy!

Strategist's Toolkit: SWOT Analysis2:04

Strategist's Toolkit: Competitor Analysis2:48

Strategist's Toolkit: Environmental Analysis3:00

Strategist's Toolkit: Five Forces Analysis4:45

Strategist's Toolkit: Competitive Life Cycle Analysis3:00

Strategist's Toolkit: Stakeholder Analysis4:16

Strategist's Toolkit: Capabilities Analysis2:51

Strategist's Toolkit: Strategy Maps4:16

Conoce a los instructores

Michael Lenox
Senior Associate Dean and Chief Strategy Officer
Darden School of Business
Jared Harris
Samuel L. Slover Research Chair in Business Administration
Darden School of Business

Competitive life cycle analysis is a valuable tool in your strategist tool kit.

It's a tool to help us map out and

understand the competitive life cycles that your operating in.

And understand where in the competitive life cycle you are right now.

What you see here is a simple schematic.

We have our three phases of the competitive life cycle.

The emergent phase, growth phase and mature phase.

We represent them in a circle to highlight that the competitive

life cycle repeats itself overtime.

The key is to map out various lines of business to understand

where they are during the competitive life cycle and to reflect on the timing and

severity of each of these phases and transitions between these phases.

So let me give you an example.

Let's take Apple in 2011 time period.

At that time period, I would argue the iPod, excuse me, the iPad was

a newer product and was in the emergent phase here of the competitive life cycle.

But quickly moving to the annealing process in the growth phase

that we have seen in more recent years.

If we look at something like the iPhone, the iPhone was further down

the competitive life cycle, had been out for a little longer.

The market itself for smartphones was a little more established.

We had coalesced around a kind of standard dominant design dominated by the Apple

iPhone design, but, again, we had Android and others competing in this market.

And we had seen some of this growth take place.

Compare that with the iPod, the iPod had been around for longer,

digital music players have been around for longer.

The shakeout had basically occurred.

We had had numerous entries into this space that have now fallen by the wayside.

We had a few established players, and

we had seen demand start to tail off for these products.

And in fact, not only had growth slowed down, but it had really curtailed and

now we were seeing a shrinking of that market as we're in the Mature Phase.

And last but not the least,

it'd be interesting to think about Apple's Macintosh business,

its personal computer line.

Obviously, it's longest, most established business line.

A product class that existed for 30 plus years.

And one could argue a more mature product line with not

really radical disruptions occurring within that narrow line,

unless you want to say relative to iPhones and mobile devices as radical disruptions.

When we think about that, the personal computer is probably the one most ripe for

a disruption.

And again, these are all interrelated businesses, so

we can get some sense that maybe some these are already the disruption for

these established markets, like personal computers.

So once again, the competitive life cycle analysis tool is a way for

us to start to map out our various lines of businesses, understand where we are,

try to forecast, perhaps, future revenues we might gain from each of these

businesses given where they are in the life cycle.

And start to plan for potential disruptions to these industries when they

might occur and how they might occur.

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