Posted: June 4th, 2015

Competitive Advantage Strategy

Continuation of the Walgreens firm as well…..

References:

Grant, R. M., & Jordan, J. (2012). Foundations of strategy. West Sussex, UK: Wiley & Sons. ISBN: 9780470971277

This week’s discussions help you to develop the skills to master the following course competencies:

•Critically evaluate information from core business functions and the value chain to enhance organizational knowledge of strategic position and direction.

Activity Instructions

In this discussion, you will further your knowledge of strategic development by:

•Identifying strategic issues that affect the sustainability of a firm’s competitive advantage.

•Conducting a competitive analysis of the firm, using resource-based theory or value chain model.

In Foundations of Strategy, review Case Insight 4.5: Singapore Airlines: Reconciling Differentiation With Low Costs, on page 196. Porter argues that a competitive advantage strategy of both cost leadership and differentiation is impossible to sustain.

Describe your project firm’s competitive strategy and mount an argument in favor of or against Porter’s assertion as it relates to your project firm. Does your critical thinking about the firm’s competitive advantage bring to mind concerns, or opportunities for how the firm could exploit its competitive advantage? Do you have actionable insights about exploiting strengths of the firm or insights about how the firm should defend against its weaknesses?

Discussion Participation Grading Rubric

Criteria

Non-performance

Basic

Proficient

Distinguished

Applies relevant course concepts, theories, or materials correctly.

Does not explain relevant course concepts, theories, or materials.

Explains relevant course concepts, theories, or materials.

Applies relevant course concepts, theories, or materials correctly.

Analyzes course concepts, theories, or materials correctly, using examples or supporting evidence.

Collaborates with fellow learners, relating the discussion to relevant course concepts.

Does not collaborate with fellow learners.

Collaborates with fellow learners without relating discussion to the relevant course concepts.

Collaborates with fellow learners, relating the discussion to relevant course concepts.

Collaborates with fellow learners, relating the discussion to relevant course concepts and extending the dialogue.

Applies relevant professional, personal, or other real-world experiences.

Does not contribute professional, personal, or other real-world experiences.

Contributes professional, personal, or other real-world experiences, but lacks relevance.

Applies relevant professional, personal, or other real-world experiences.

Applies relevant professional, personal, or other real-world experiences to extend the dialogue.

Supports position with applicable knowledge.

Does not establish relevant position.

Establishes relevant position.

Supports position with applicable knowledge.

Validates position with applicable knowledge