Coevolution means that units owned by the same corporation are potentially both
collaborators and competitors.
Once a strategy is congruent with PESTEL in a firm’s home environment, it will be
aligned in new geographic areas.
Revenue-enhancement opportunities are known as synergies.
The use of alliances as a strategy vehicle has dropped dramatically in the last few
decades.
Pfizer’s patent for Viagra satisfies both the rare and valuable requirements of the
VRINE model.
It is relatively easy for an established competitor to imitate the successful value chain of
a leading competitor.
More recently, alliances are likely to proactively maximize delivered value.
New goals developed during turnaround should be sequences and correspond directly to
the staging facet of the strategy diamond.
The industry life cycle can predict how quickly the drivers of industry demand will
evolve.
Hubristic managers may underestimate their own abilities to implement potential
synergies.
A sustainable competitive advantage can be easily acquired and maintained through the
use of arbitrage.
Managers face significant pressure to structure alliances so that they enhance the value
of resources and capabilities.
When a firm tacitly adheres to orthodoxies to the point that it creates managerial
rigidities, the difficulty of strategic changes is abated.
A critical element of international expansion is determining which vehicles to use.
The primary focus of PESTEL analysis is the current impact of macro environmental
factors.
Most global firms approach their corporate strategies from the perspective of their
domestic market.