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Gerencia Estrategica
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L/O/G/O
Los conceptos y las técnicas de la
administración estratégica
Contents
¿A qué problemas estratégicos se enfrenta la empresa?
4. ¿Qué tan firme es la posición competitiva de la compañía?
3. ¿Los precios y costos son competitivos?
2. ¿FODA de la firma?
1. ¿Qué tan bien está funcionando la estrategia actual de la compañía?
Enfoque
del
análisis
de la
situación
de la
compañía
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1. ¿Qué Tan Bien Está Funcionando La
Estrategia Actual De La Compañía?
• Se debe aclarar el
enfoque
competitivo de la
compañía.
• Considerar la
esfera de acción
competitiva de la
firma dentro de la
industria.
• La estrategia
desde un punto
de vista
cualitativo.
• La mejor
evidencia
cuantitativa.
Indicadores
empíricos:
• Si la compañía
está logrando los
objetivos
financieros y
estratégicos
establecidos.
• Si su desempeño
es superior al
promedio de la
industria.
2. ¿Fortalezas Y Debilidades De Los Recursos De La
Firma, Así Como Sus Oportunidades Y Amenazas?
Proporciona una
buen perspectiva
para saber si la
posición de negocios
de una empresa es
firme o endeble.
Esfuerzos en el
diseño de la
estrategia deben
estar orientados a
producir un buen
ajuste entre la
capacidad de
recursos y
situación externa
Una fortaleza puede asumir varias formas:
• Una habilidad o una
pericia importante.
• Activos físicos valiosos.
• Activos humanos
valiosos.
• Activos organizacionales
valiosos.
• Activos intangibles
valiosos.
• Capacidades
competitivas.
• Un logro o un atributo
que coloquen a la
compañía en una
posición de ventaja en el
mercado.
• Alianzas o empresas
comparativas.
2.1 Identificación de las fortalezas y
capacidades de recursos de la compañía
2.2. Identificación de las debilidades y
deficiencias de recursos de la compañía
a. Deficiencias en habilidades o pericia que sean
competitivamente importantes o en capital intelectual de uno u
otro tipo.
b. Una carencia de activos físicos, humanos, organizacionales o
intangibles.
c. Capacidades competitivas ausentes o debilidades en áreas
clave.
Debilidades internas tienen relacion con:
Movilización de los recursos de la compañía para
lograr una ventaja competitiva.
Ventaja competitiva
Activos estratégicos y logros en el mercado.
Competencias características y centrales.
Capacidades competitivas.
Recursos de la compañía.
2.3 Identificación de las competencias y
capacidades de la compañía
producto del aprendizaje y la
experiencia; representa la pericia
verdadera con la que desempeña una
actividad interna. Capacidad competitiva
actividad que la compañía desempeña
bien en relación con otras actividades
internas.
recurso competitivamente superior de la
compañía.
Ventaja
Competencia
distintiva
Capacidad competitiva que le
proporciona a una compañía.
Su potencial para ser piedra
angular de la estrategia.
Diseño
2.3 Identificación de las competencias y
capacidades de la compañía
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