Most upcoming enterprises are so caught up in fulfilling targets for the next quarter that they have no time to plan and analyse and think of LEVEL NEXT as the achievement platform...here are some useful tips to plan strategically
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
This document discusses value-based management (VBM) and its implementation. It defines VBM as a management approach that puts shareholder value creation as the core philosophy. VBM is intended to effectively link strategy, measurement, and operations to create shareholder value. The document outlines the generic VBM framework, key value drivers, example metrics like EVA and ROIC, and challenges in implementing VBM like gaining manager buy-in. It provides examples of successful VBM implementations at companies like Coca-Cola and notes that top management support is critical to smooth adoption of VBM.
This document discusses corporate-level strategy, which involves selecting different businesses and industries for a firm to compete in order to gain a competitive advantage. It defines diversification and different levels and types. Reasons for diversification include gaining market power, capturing synergies between business units, and financial motives. Related diversification seeks economies of scope while unrelated diversification pursues financial synergies. The document analyzes strategies of companies like P&G, J&J, Campbell Soup, United Technologies, and Textron. It also discusses portfolio analysis tools for evaluating a firm's mix of businesses.
Organisation Appraisal and Strategy FormulationDr. Pinki Insan
This document summarizes Mr. Kapil Dev's presentation on internal and external environments and strategic formulation. It discusses how analyzing the external environment helps firms decide what they can do, while the internal environment helps them decide what they might do. It also outlines the basic steps in strategic formulation as developing a vision and mission, setting objectives, crafting a strategy, executing the strategy, and evaluating and adjusting. Finally, it notes that a strong mission statement includes the organization's values and nature of business to guide its plans.
This document summarizes Henry Mintzberg's views on crafting strategy. Mintzberg believes that strategies can emerge from patterns in the past as well as plans for the future. Effective strategies may develop through unexpected means and in strange places, with no single best way to formulate them. Additionally, strategic changes often happen in brief leap periods between longer periods of stability, rather than through continuous adaptation. Mintzberg sees the management of strategy as balancing both stability and change over time.
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
Functional
The document discusses four orientations - or levels of involvement - that firms can take when entering international business:
1. Ethnocentric orientation views foreign markets as an extension of the domestic market. Management and operations are controlled from the home country. This approach has minimal risk but also limited potential.
2. Polycentric orientation establishes independent foreign subsidiaries that adapt to local conditions. Each market is viewed as distinct. This increases commitment but allows for better adaptation.
3. Regiocentric orientation groups countries into regions and coordinates strategy at a regional level. This provides improved control while considering regional differences.
4. Geocentric orientation treats the entire world as a single market. A uniform global strategy is developed
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
This document discusses value-based management (VBM) and its implementation. It defines VBM as a management approach that puts shareholder value creation as the core philosophy. VBM is intended to effectively link strategy, measurement, and operations to create shareholder value. The document outlines the generic VBM framework, key value drivers, example metrics like EVA and ROIC, and challenges in implementing VBM like gaining manager buy-in. It provides examples of successful VBM implementations at companies like Coca-Cola and notes that top management support is critical to smooth adoption of VBM.
This document discusses corporate-level strategy, which involves selecting different businesses and industries for a firm to compete in order to gain a competitive advantage. It defines diversification and different levels and types. Reasons for diversification include gaining market power, capturing synergies between business units, and financial motives. Related diversification seeks economies of scope while unrelated diversification pursues financial synergies. The document analyzes strategies of companies like P&G, J&J, Campbell Soup, United Technologies, and Textron. It also discusses portfolio analysis tools for evaluating a firm's mix of businesses.
Organisation Appraisal and Strategy FormulationDr. Pinki Insan
This document summarizes Mr. Kapil Dev's presentation on internal and external environments and strategic formulation. It discusses how analyzing the external environment helps firms decide what they can do, while the internal environment helps them decide what they might do. It also outlines the basic steps in strategic formulation as developing a vision and mission, setting objectives, crafting a strategy, executing the strategy, and evaluating and adjusting. Finally, it notes that a strong mission statement includes the organization's values and nature of business to guide its plans.
This document summarizes Henry Mintzberg's views on crafting strategy. Mintzberg believes that strategies can emerge from patterns in the past as well as plans for the future. Effective strategies may develop through unexpected means and in strange places, with no single best way to formulate them. Additionally, strategic changes often happen in brief leap periods between longer periods of stability, rather than through continuous adaptation. Mintzberg sees the management of strategy as balancing both stability and change over time.
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
Functional
The document discusses four orientations - or levels of involvement - that firms can take when entering international business:
1. Ethnocentric orientation views foreign markets as an extension of the domestic market. Management and operations are controlled from the home country. This approach has minimal risk but also limited potential.
2. Polycentric orientation establishes independent foreign subsidiaries that adapt to local conditions. Each market is viewed as distinct. This increases commitment but allows for better adaptation.
3. Regiocentric orientation groups countries into regions and coordinates strategy at a regional level. This provides improved control while considering regional differences.
4. Geocentric orientation treats the entire world as a single market. A uniform global strategy is developed
This document summarizes a presentation on strategic management. It defines strategic management and outlines the strategic management process. This includes identifying the organization's mission and goals, conducting external and internal analysis including SWOT analysis, formulating strategies, implementing strategies, and evaluating results. It also discusses different levels of organizational strategies, including corporate level strategies like growth, stability, and retrenchment strategies. Business level strategies include Miles and Snow's adaptation model, Porter's generic competitive strategies, and product life cycle analysis. Functional level strategies involve research and development, manufacturing, marketing, human resources, and finance. Current strategic issues and important strategies for today's environment are also summarized.
corporate governance and role in strategic managementzeba khan
describes the concept of corporate governance along with need and benefits of corporate governance. highlights the role and importance of corporate governance in strategic management.
This document summarizes key points from a chapter on cooperative strategy. It discusses three main types of strategic alliances - joint ventures, equity alliances, and non-equity alliances. Firms use strategic alliances to gain access to new resources and markets, reduce costs and risks, and respond to competition. The chapter also covers business-level cooperative strategies like vertical and horizontal alliances used to improve performance in product markets, as well as corporate-level strategies for diversification.
The document discusses several strategic issues related to technology and innovation management. It covers managing technology and innovation, strategic issues for non-profit organizations, and new business models and strategies for the internet economy. Specifically, it addresses the role of management in technology, best practices for improving R&D, definitions and constraints of non-profit organizations, popular non-profit strategies, strategic options for new business models, the definition of an internet economy, and the impacts of the internet and e-commerce.
Diversification allows companies to enter new business lines different from current operations. Firms diversify to utilize excess resources, capture synergies, spread risk, and leverage brands. There are four main types of diversification: horizontal involves similar firms; vertical integrates suppliers and customers; concentric pursues synergistic but not identical markets; and conglomerate comprises unrelated industries. Common diversification strategies include acquisition, internal start-ups, joint ventures, and entering new businesses.
VBM is a managerial process that links strategy, measurement, and operations to create shareholder value. It focuses on holistically managing the organization to create value for stakeholders as defined by management priorities. VBM uses analytical methods and technology in an integrated framework to deploy strategy, manage processes, and create value by focusing on activities, jobs, compensation, and organizational structure. While implementation faces behavioral, technical, organizational, and managerial challenges, adopting VBM performance measures relevant to each organization can help effectively create and increase firm value as demonstrated by many Fortune 100 companies.
EVA is a measure of economic profit calculated as net operating profit after tax minus the cost of financing the firm's capital. To derive NOPAT, sales minus variable costs equals contribution, minus fixed costs equals EBITDA, minus depreciation/amortization and tax equals NOPAT. EVA is used to measure a firm's economic value created over the required return of investors, and is determined to pay incentives and bonuses. Key benefits of EVA include measuring value creation, managing decisions to link to value creation, and motivating managers with incentive plans tied to shareholder value. Adjustments help translate financial statements to an economic framework for EVA calculation.
noorulhadi Lecturer at Govt College of Management Sciences, noorulhadi99@yahoo.com
i have prepared these slides and still using in mylectures, Reference: Portfolio management by S kevin and onlin.
The Concept
A stable strategy arises out of a basic perception by the management that the firm should concentrate on using its present resources for developing its competitive strength in particular market areas.
In simple words, stability strategy refers to the company’s policy of continuing the same business and with the same objectives
A firm pursues stability strategy when
1. It continues to serve the public in the same product or service, market, and function sectors as defined in its business definition.
2. Its main strategic decisions focus on incremental improvement of functional performance.
2. Corporate Restructuring is the process of redesigning one or more aspects of a company.
3. The process of reorganizing a company may be implemented due to a number of different factors, such as positioning the company to be more competitive, surviving a currently adverse economic climate, or acting on the self confidence of the corporation to move in an entirely new direction.
This document discusses factors that influence a company's dividend policy, including legal restrictions, earnings trends and magnitude, shareholder desires, industry characteristics, company age, future financial needs, government economic policy, and taxation policy. It notes that dividends can only be paid out of current or past profits and lists relevant legal provisions. Key considerations for boards include shareholder preferences, industry stability, growth needs, and external economic conditions when determining how much to distribute versus retain.
Some of the major different theories of dividend in financial management are as follows: 1. Walter’s model 2. Gordon’s model 3. Modigliani and Miller’s hypothesis.
On the relationship between dividend and the value of the firm different theories have been advanced.
Developing a Strategic Vision, Mission,Objectives and Policies - SM - MBAChandra Shekar Immani
The document outlines key aspects of developing a strategic vision, mission, objectives, and policies for an organization. It defines a vision as describing the desired future state and reflecting pride in the organization's future. The mission defines the organization's current purpose and primary goals. Objectives help pursue the vision and mission and are performance targets to track progress. Policies provide guidelines for decision-making to achieve objectives.
International Marketing Management - IntroductionSOMASUNDARAM T
The document provides an overview of international marketing, defining it as marketing goods and services across national borders. It discusses the reasons companies engage in international business, the differences between domestic and international marketing, and challenges such as cultural and legal differences in foreign markets. Finally, it examines factors that have influenced the dynamic environment of international trade over time, such as globalization, trade agreements, and the shift towards more open trade policies.
GlaxoSmithKline (GSK) has a strong code of conduct that emphasizes honesty, integrity, and compliance with all legal and regulatory requirements. GSK provides guidance and support for employees, backed by rigorous auditing and disciplinary action for misconduct. The code promotes ethical business practices that benefit stakeholders, and employees are encouraged to seek advice regarding ethical situations.
This document provides an overview of corporate governance in India. It defines corporate governance and outlines the key players, principles, and objectives. It discusses the development of corporate governance in India, including economic reforms in the 1990s. It also summarizes the role of the Securities Exchange Board of India in regulating markets after major scandals in the 1990s and 2000s, including the introduction of Clause 49 to strengthen board oversight. Finally, it provides details of the large Satyam scandal of 2009 that damaged investor trust.
This document summarizes the types and motivations of foreign direct investment. It discusses inward and outward foreign direct investment, and the factors that encourage and restrict them. It also describes different types of foreign direct investments like greenfield investments, mergers and acquisitions, horizontal and vertical foreign direct investments. Finally, it outlines the main motivations for foreign direct investment, including resource seeking, market seeking, efficiency seeking and strategic asset seeking.
This document discusses various strategies for entering global markets. It begins by defining a global entry strategy and identifying key considerations such as target markets, goals, and entry modes. It then covers major issues in global entry like political risks. Different rules for selecting entry modes are presented, including naive, pragmatic, and strategic rules. Benefits of going global such as new revenue streams and talent pools are outlined. Finally, factors affecting entry mode selection, examples of modes like exporting, and their advantages/disadvantages are summarized.
This document discusses various entry strategies for international marketing. It outlines 10 main strategies: exporting, licensing, franchising, contract manufacturing, management contracts, joint ventures, strategic alliances, mergers and acquisitions, wholly-owned subsidiaries, and turnkey projects. Each strategy is briefly defined and an example is provided. The strategies range from more indirect, lower commitment options like exporting and licensing, to higher commitment options that involve greater control like wholly-owned subsidiaries.
This document discusses concepts related to strategic management and competitive advantage. It begins by defining the external environment of an organization and identifying various environmental factors. It then discusses Porter's Five Forces model, which analyzes competitive forces within an industry. Next, it covers strategic groups within industries and how competitive changes occur during different stages of industry evolution. It concludes by briefly discussing the impacts of globalization on industry structure.
Strategic evaluation and control is the final phase of strategic management. It operates at two strategic and operational levels to assess consistency with the environment and pursuit of strategy. The purpose is to evaluate strategy effectiveness in achieving objectives. It tests strategy effectiveness and keeps the organization on track to objectives through feedback and corrective actions. Strategic evaluation involves participants across the organization and provides lessons for new planning, though barriers like measurement difficulties must be addressed.
This document discusses different types of business strategies, including integration strategies, intensive strategies, and diversification strategies. Integration strategies involve acquiring suppliers or distributors and include vertical integration (backward or forward) and horizontal integration by acquiring competitors. Intensive strategies focus on existing products and markets and include market penetration, market development, and product development. Diversification strategies involve entering new industries, either related diversification into similar products, or unrelated diversification. The document provides examples and guidelines for when each type of strategy may be effective.
An environmental threat and opportunity profile (ETOP) describes external factors that can impact an organization. It helps identify opportunities and threats, consolidate strengths, provide strategic information, and formulate strategies. Developing an ETOP involves identifying major environmental factors like economic, political, social, technological, competitive, and geographical factors. These are analyzed to determine weaknesses/strengths and their favorable, unfavorable, or neutral impact.
This document summarizes a presentation on strategic management. It defines strategic management and outlines the strategic management process. This includes identifying the organization's mission and goals, conducting external and internal analysis including SWOT analysis, formulating strategies, implementing strategies, and evaluating results. It also discusses different levels of organizational strategies, including corporate level strategies like growth, stability, and retrenchment strategies. Business level strategies include Miles and Snow's adaptation model, Porter's generic competitive strategies, and product life cycle analysis. Functional level strategies involve research and development, manufacturing, marketing, human resources, and finance. Current strategic issues and important strategies for today's environment are also summarized.
corporate governance and role in strategic managementzeba khan
describes the concept of corporate governance along with need and benefits of corporate governance. highlights the role and importance of corporate governance in strategic management.
This document summarizes key points from a chapter on cooperative strategy. It discusses three main types of strategic alliances - joint ventures, equity alliances, and non-equity alliances. Firms use strategic alliances to gain access to new resources and markets, reduce costs and risks, and respond to competition. The chapter also covers business-level cooperative strategies like vertical and horizontal alliances used to improve performance in product markets, as well as corporate-level strategies for diversification.
The document discusses several strategic issues related to technology and innovation management. It covers managing technology and innovation, strategic issues for non-profit organizations, and new business models and strategies for the internet economy. Specifically, it addresses the role of management in technology, best practices for improving R&D, definitions and constraints of non-profit organizations, popular non-profit strategies, strategic options for new business models, the definition of an internet economy, and the impacts of the internet and e-commerce.
Diversification allows companies to enter new business lines different from current operations. Firms diversify to utilize excess resources, capture synergies, spread risk, and leverage brands. There are four main types of diversification: horizontal involves similar firms; vertical integrates suppliers and customers; concentric pursues synergistic but not identical markets; and conglomerate comprises unrelated industries. Common diversification strategies include acquisition, internal start-ups, joint ventures, and entering new businesses.
VBM is a managerial process that links strategy, measurement, and operations to create shareholder value. It focuses on holistically managing the organization to create value for stakeholders as defined by management priorities. VBM uses analytical methods and technology in an integrated framework to deploy strategy, manage processes, and create value by focusing on activities, jobs, compensation, and organizational structure. While implementation faces behavioral, technical, organizational, and managerial challenges, adopting VBM performance measures relevant to each organization can help effectively create and increase firm value as demonstrated by many Fortune 100 companies.
EVA is a measure of economic profit calculated as net operating profit after tax minus the cost of financing the firm's capital. To derive NOPAT, sales minus variable costs equals contribution, minus fixed costs equals EBITDA, minus depreciation/amortization and tax equals NOPAT. EVA is used to measure a firm's economic value created over the required return of investors, and is determined to pay incentives and bonuses. Key benefits of EVA include measuring value creation, managing decisions to link to value creation, and motivating managers with incentive plans tied to shareholder value. Adjustments help translate financial statements to an economic framework for EVA calculation.
noorulhadi Lecturer at Govt College of Management Sciences, noorulhadi99@yahoo.com
i have prepared these slides and still using in mylectures, Reference: Portfolio management by S kevin and onlin.
The Concept
A stable strategy arises out of a basic perception by the management that the firm should concentrate on using its present resources for developing its competitive strength in particular market areas.
In simple words, stability strategy refers to the company’s policy of continuing the same business and with the same objectives
A firm pursues stability strategy when
1. It continues to serve the public in the same product or service, market, and function sectors as defined in its business definition.
2. Its main strategic decisions focus on incremental improvement of functional performance.
2. Corporate Restructuring is the process of redesigning one or more aspects of a company.
3. The process of reorganizing a company may be implemented due to a number of different factors, such as positioning the company to be more competitive, surviving a currently adverse economic climate, or acting on the self confidence of the corporation to move in an entirely new direction.
This document discusses factors that influence a company's dividend policy, including legal restrictions, earnings trends and magnitude, shareholder desires, industry characteristics, company age, future financial needs, government economic policy, and taxation policy. It notes that dividends can only be paid out of current or past profits and lists relevant legal provisions. Key considerations for boards include shareholder preferences, industry stability, growth needs, and external economic conditions when determining how much to distribute versus retain.
Some of the major different theories of dividend in financial management are as follows: 1. Walter’s model 2. Gordon’s model 3. Modigliani and Miller’s hypothesis.
On the relationship between dividend and the value of the firm different theories have been advanced.
Developing a Strategic Vision, Mission,Objectives and Policies - SM - MBAChandra Shekar Immani
The document outlines key aspects of developing a strategic vision, mission, objectives, and policies for an organization. It defines a vision as describing the desired future state and reflecting pride in the organization's future. The mission defines the organization's current purpose and primary goals. Objectives help pursue the vision and mission and are performance targets to track progress. Policies provide guidelines for decision-making to achieve objectives.
International Marketing Management - IntroductionSOMASUNDARAM T
The document provides an overview of international marketing, defining it as marketing goods and services across national borders. It discusses the reasons companies engage in international business, the differences between domestic and international marketing, and challenges such as cultural and legal differences in foreign markets. Finally, it examines factors that have influenced the dynamic environment of international trade over time, such as globalization, trade agreements, and the shift towards more open trade policies.
GlaxoSmithKline (GSK) has a strong code of conduct that emphasizes honesty, integrity, and compliance with all legal and regulatory requirements. GSK provides guidance and support for employees, backed by rigorous auditing and disciplinary action for misconduct. The code promotes ethical business practices that benefit stakeholders, and employees are encouraged to seek advice regarding ethical situations.
This document provides an overview of corporate governance in India. It defines corporate governance and outlines the key players, principles, and objectives. It discusses the development of corporate governance in India, including economic reforms in the 1990s. It also summarizes the role of the Securities Exchange Board of India in regulating markets after major scandals in the 1990s and 2000s, including the introduction of Clause 49 to strengthen board oversight. Finally, it provides details of the large Satyam scandal of 2009 that damaged investor trust.
This document summarizes the types and motivations of foreign direct investment. It discusses inward and outward foreign direct investment, and the factors that encourage and restrict them. It also describes different types of foreign direct investments like greenfield investments, mergers and acquisitions, horizontal and vertical foreign direct investments. Finally, it outlines the main motivations for foreign direct investment, including resource seeking, market seeking, efficiency seeking and strategic asset seeking.
This document discusses various strategies for entering global markets. It begins by defining a global entry strategy and identifying key considerations such as target markets, goals, and entry modes. It then covers major issues in global entry like political risks. Different rules for selecting entry modes are presented, including naive, pragmatic, and strategic rules. Benefits of going global such as new revenue streams and talent pools are outlined. Finally, factors affecting entry mode selection, examples of modes like exporting, and their advantages/disadvantages are summarized.
This document discusses various entry strategies for international marketing. It outlines 10 main strategies: exporting, licensing, franchising, contract manufacturing, management contracts, joint ventures, strategic alliances, mergers and acquisitions, wholly-owned subsidiaries, and turnkey projects. Each strategy is briefly defined and an example is provided. The strategies range from more indirect, lower commitment options like exporting and licensing, to higher commitment options that involve greater control like wholly-owned subsidiaries.
This document discusses concepts related to strategic management and competitive advantage. It begins by defining the external environment of an organization and identifying various environmental factors. It then discusses Porter's Five Forces model, which analyzes competitive forces within an industry. Next, it covers strategic groups within industries and how competitive changes occur during different stages of industry evolution. It concludes by briefly discussing the impacts of globalization on industry structure.
Strategic evaluation and control is the final phase of strategic management. It operates at two strategic and operational levels to assess consistency with the environment and pursuit of strategy. The purpose is to evaluate strategy effectiveness in achieving objectives. It tests strategy effectiveness and keeps the organization on track to objectives through feedback and corrective actions. Strategic evaluation involves participants across the organization and provides lessons for new planning, though barriers like measurement difficulties must be addressed.
This document discusses different types of business strategies, including integration strategies, intensive strategies, and diversification strategies. Integration strategies involve acquiring suppliers or distributors and include vertical integration (backward or forward) and horizontal integration by acquiring competitors. Intensive strategies focus on existing products and markets and include market penetration, market development, and product development. Diversification strategies involve entering new industries, either related diversification into similar products, or unrelated diversification. The document provides examples and guidelines for when each type of strategy may be effective.
An environmental threat and opportunity profile (ETOP) describes external factors that can impact an organization. It helps identify opportunities and threats, consolidate strengths, provide strategic information, and formulate strategies. Developing an ETOP involves identifying major environmental factors like economic, political, social, technological, competitive, and geographical factors. These are analyzed to determine weaknesses/strengths and their favorable, unfavorable, or neutral impact.
STRATEGIC OPTIONS IN DIFFERENT INDUSTRIES AND COMPANY SITUATIONS Dr. Firdaus Khan
This document discusses different strategic options for companies based on the industry life cycle stage and competitive situation. It covers strategies for competing in emerging, turbulent, mature, stagnant, fragmented and declining industries. It also discusses general attack strategies such as frontal, flank, encirclement and bypass attacks that a market challenger can use to challenge the market leader in a competitive industry. The strategies recommended include focusing on innovation, cost reduction, differentiation, international expansion, strategic partnerships and quick response capabilities.
This document discusses environmental scanning and analysis for organizations. It defines the environment as all external factors that influence an organization. It describes doing a SWOT analysis to understand internal strengths and weaknesses as well as external opportunities and threats. It outlines different environmental sectors including economic, political, technological, and socio-cultural factors. It recommends that organizations systematically monitor their environment to identify threats and opportunities for strategic decision making. Environmental scanning approaches include systematic ongoing monitoring, ad-hoc studies, and using processed information from external sources.
This document discusses strategic management, vision, mission, and why they are important for organizations. It defines strategic management as dealing with organizational renewal, growth, and developing strategies and systems to achieve this. A vision articulates an organization's future aspirations and inspires employees. A mission defines an organization's purpose and reason for existing. Good visions and missions should be inspiring, competitive, represent integrity, and motivate employees to help the organization achieve its goals.
This document discusses strategies for competing in different types of industries and market situations. It provides options and considerations for emerging industries, rapidly growing markets, mature industries, and high-velocity markets. It also discusses strategies for industry leaders, including stay-on-the-offensive, fortify-and-defend, and muscle-flexing approaches. Harvest and liquidation strategies are also outlined. Throughout, it emphasizes the importance of crafting strategies that enhance competitive position and leadership.
Presentation on explaining academic assignment for Dimitri Williams class at the University of Southern California CMGT 537 The Culture and Industry of Video Games. I'm embarking on a content analysis of Video Games journalism.
This chapter introduces key concepts in strategic management including strategy, competitive advantage, and the strategic management process. It describes two models for achieving above-average returns: the industrial organization model which focuses on external industry factors, and the resource-based model which emphasizes a firm's internal resources and capabilities. The chapter also discusses the changing competitive landscape driven by globalization and technology, and how vision, mission, and stakeholders influence strategic decisions.
Importance of strategy evaluation and symptoms of malfunctioningsoneera
Strategy evaluation is the process where top managers determine if the implemented strategy is meeting organizational objectives. It is important for several reasons: to address wrong assumptions in planning, management lapses, develop reward systems, formulate new strategies, modify existing strategies, and integrate tasks. Symptoms of a malfunctioning strategy include poor performance compared to competitors, not achieving stated objectives, slow implementation, organizational conflicts, managerial problems persisting despite changes, and inconsistent strategies.
Chap008 fitting strategy to company and industryAjit Kumar
This document discusses strategies for competing in different industry situations. It begins by outlining the chapter contents, which include strategies for emerging, turbulent, maturing, stagnant or declining industries.
The document then discusses various industry situations and competitive conditions in detail. For each situation, it provides examples of defining characteristics and features, and lists strategic options companies can pursue to compete effectively. These include strategies for industry leaders to sustain their position, runner-up firms to overcome obstacles, and weak businesses undergoing turnarounds.
Overall, the document provides an in-depth analysis of how companies can tailor their strategies based on their own capabilities and market position, as well as the nature of the industry and competitive conditions they face.
The document discusses strategies for different types of companies based on their industry and market position. It describes strategies for industry leaders to sustain their position, strategies for runner-up companies to build market share or lower costs, and strategies for weak companies in declining industries to focus on growth segments or product differentiation. The key factors discussed are the life cycle stage of the industry, the competitive dynamics, and a company's capabilities and market position.
Tailoring strategy tofit specific industry and company situations strategic ...Babasab Patil
This document discusses strategies for tailoring a company's strategy based on its industry situation. It covers strategies for emerging industries, turbulent markets, and more. For emerging industries, the document recommends moving quickly to establish leadership, pursuing new customers and technologies, and using pricing to attract buyers. For high-velocity markets, companies must invest heavily in R&D, develop quick response capabilities, and initiate frequent new actions to stay ahead. Keys to success include expertise, speed, collaboration, agility, innovation, and being first to market.
The document discusses turnaround strategy, which refers to transforming a loss-making company into a profitable one. It provides definitions of turnaround strategy and discusses:
1) Possible characteristics of companies that need turnarounds like declining revenues and stock prices.
2) The significance of turnaround strategy for troubled companies to restore profitability.
3) Steps in a typical turnaround process including setting up a committee, identifying causes of losses, developing alternative solutions and implementing changes.
4) Stages in a turnaround cycle from management changes to stabilization and returning to growth.
So in summary, the document outlines what a turnaround strategy is, why they are important for troubled companies, and the typical
A report on impact of job enrichment on employee motivationProjects Kart
This document discusses job enrichment and its impact on employee motivation. It begins with an introduction that defines job enrichment as vertically expanding job tasks to increase employee control and responsibility. It then provides strategies for enriching jobs, such as rotating jobs, combining tasks, creating autonomous work teams, and increasing feedback. The document emphasizes that job enrichment can motivate employees by making jobs more rewarding, stimulating, and challenging. However, it notes job enrichment programs require proper planning, long-term commitment of resources, and consideration of potential changes to job classifications in order to be successful.
Turnaround strategy aims to transform a loss-making company into a profitable one by reversing declining sales, weakness, and instability. It addresses problems like declining market share, negative profits, high costs, and poor management. Effective turnaround involves consulting external specialists, removing unhelpful management, and merging with stronger organizations. Approaches can be surgical, targeting specific issues, or non-surgical, targeting the overall business model. Lou Gerstner's successful turnaround of IBM involved cost reduction, remaking the brand, organizational changes, and changing management practices. This reversed IBM's fortunes and led to improved rankings and brand valuation.
Impact of incentives on motivation level of employee (2)Ikram Khan
The document discusses the impact of incentives on the motivational level of employees. It defines incentives and motivation, and examines the relationship between incentives and motivation. The author hypothesizes that incentives have a positive impact on employee motivation by satisfying their needs, which increases productivity, loyalty and job satisfaction for both the employee and organization.
The document analyzes the casual dining industry. It finds the industry is currently not attractive due to rising costs and economic challenges. There are low barriers to entry for new competitors. Both suppliers and buyers have high power in the industry. Rivalry is intense as many new restaurants continually enter the market. Opportunities exist through new concepts, but threats include increasing costs and competition. The document recommends casual dining restaurants expand offerings, explore international markets, and increase take-out options.
This document outlines the course syllabus for BA932 Strategic Management. It is divided into 5 units that cover key topics in strategic management including strategy formulation, competitive advantage, strategic alternatives, implementation, and other strategic issues. Unit 1 introduces concepts like the strategy process, stakeholders, vision/mission, and external/internal analysis. Unit 2 discusses analyzing the external environment, competitive forces, industry evolution, and the role of resources/capabilities in competitive advantage. Unit 3 covers generic strategies, corporate strategies, and strategic analysis tools. Unit 4 focuses on implementing and evaluating strategies. Unit 5 addresses managing technology/innovation and new business models.
Savings bank deposits are meant for small savers and have restrictions on withdrawals and minimum balance requirements. Current deposits are for business people and allow withdrawals by cheque but no interest. Recurring deposits encourage regular monthly savings over a fixed period by automatically depositing a set amount each month to earn interest. Fixed deposits are repaid after a specific time period but penalties apply for early closure. Proper documentation and verification is required to open any type of bank deposit.
The document provides an overview of strategic management concepts including defining strategy, the importance of strategy, strategic choices, building competitive advantage, and the relationship between strategy and business models. It discusses developing a strategic vision to guide a company's future direction and goals.
The document discusses the importance of strategy for businesses. It defines strategy as a company's action plan for growing the business, pleasing customers, and competing successfully. An effective strategy gives a company a competitive advantage over rivals through lower costs, differentiated products, niche focus, or unique capabilities. For long-term success, a strategy must evolve in response to market changes. A strong strategy is also ethically sound and considers the interests of all stakeholders. The business model must support a profitable revenue structure and costs for the strategy to succeed. Regularly testing strategy ensures good fit and competitive advantage.
Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
based on the business environment...what are the various ways to scan the environment.
what are the techniques being adopted by an organisation to scan the environment.
This document discusses various definitions and concepts related to strategy. It begins by defining strategy as a plan of action to achieve goals. It then discusses strategy at different levels of a business, the importance of strategic thinking, analyzing the external environment and competitors, and determining a sustainable competitive advantage through making tradeoffs. Key aspects of strategy include focusing on profitable growth, continual innovation, and defining an organization's strategic position and ensuring fit across activities.
The document discusses the concept of strategy. It defines strategy as a plan of action designed to achieve goals and gain competitive advantage. Effective strategy consists of analyzing the environment, formulating plans, and implementing approaches to attract customers, compete successfully, and achieve objectives. Key elements of strategy include determining direction, scope, sources of advantage, and required resources. Strategic thinking involves outmaneuvering adversaries through cooperation and influencing their actions.
Specter is a marketing and business strategy consulting firm that focuses on strategy, marketing, and branding. They help clients with complex strategic challenges through tailored solutions to achieve growth. Their approach involves defining where clients should focus their resources to outperform competitors and generate higher returns.
The document provides an overview of strategic management concepts including defining strategy, developing strategic vision and objectives, and the process of crafting and executing strategy. It discusses setting a strategic vision to guide a company's future direction, setting objectives to quantify and measure performance, and the multi-phase process of developing, implementing, and adjusting strategy over time. Examples are given of various companies' strategic visions and objectives.
The document discusses strategic objectives and strategy concepts. It defines strategic objectives as more definitive statements that accomplish an organization's mission. Strategic objectives typically have multi-year timeframes and require efforts from multiple departments. Effective strategic objectives are measurable, achievable, flexible, and stretch employees without being unrealistic. The document also defines strategy and discusses the relationship between vision, mission, and objectives. It emphasizes that strategy involves making explicit choices about customers, offerings, and activities.
This document discusses the foundation of strategic management. It describes the evolution of strategic management from ad-hoc policy making to strategic management. Strategy is defined as the direction and scope of an organization to achieve long-term advantage through its configuration of resources to meet market needs and fulfill stakeholder expectations. Strategic decisions are concerned with scope, advantage, fit with the environment, and values. Strategy exists at the corporate, business unit, and operational levels. The vision, strategy, and plan paradigm is also discussed.
Strategic management provides direction for whole organizations and involves managing change. It examines business, technology, consumer trends and the shift from agricultural to service economies. Strategic management ensures long-term growth and profits by developing competitive advantages globally. Only a small portion of the largest 20th century companies still exist today due to failing to maintain their competitive positions. Strategic management concerns decisions that impact long-term survival and profits amid uncertainty and competition.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This comprehensive presentation contains 30 common frameworks, models and tools for strategic planning.
A detailed summary is provided for each strategy framework, model or tool.
The frameworks in this deck span across the key domains of strategic planning. They include stakeholder analysis, internal analysis, environmental analysis, industry analysis, market analysis, competitive analysis, strategy development and strategy implementation.
INCLUDED FRAMEWORKS, MODELS & TOOLS:
1. Power/Interest Grid
2. VRIO Framework
3. Porter's Value Chain
4. PESTEL Analysis
5. BCG Growth/Share Matrix
6. GE-McKinsey Matrix
7. Porter's Five Forces
8. Industry Life Cycle Model
9. Competitive Profile Matrix
10. SWOT Analysis
11. Porter's Generic Strategies
12. Value Disciplines Model
13. Ansoff Matrix
14. BCG Strategy Palette
15. Blue Ocean Strategy
16. Greiner's Growth Model
17. McKinsey's Three Horizons of Growth
18. Disruptive Innovation (Christensen)
19. Value Proposition Canvas
20. Business Model Canvas
21. Core Competencies Model (Hamel & Prahalad)
22. Risk Management Process
23. Probability-Impact Matrix
24. Big Hairy Audacious Goal (BHAG)
25. Vision, Mission & Values
26. SMART Objectives
27. Hoshin Planning
28. Balanced Scorecard
29. McKinsey's 7-S Framework
30. Kotter's 8-Step Process for Leading Change
These frameworks and templates are used in many strategy consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any strategic planning challenge that can arise in your organization.
The level of detail varies by framework, depending on the nature of the model or tool. Examples and templates are provided.
This document provides an introduction and overview of key concepts in strategic management, including:
- Strategic management involves determining objectives and strategies to help achieve corporate goals through continuous strategic decision making and environmental analysis.
- Business strategy focuses on how to compete successfully in a given industry or market through gaining competitive advantage.
- Strategic decisions require top management, involve large resources, have long-term impacts, and consider external factors.
- Competitive advantage can come from lower costs, differentiation, switching costs, intellectual property, and being difficult for competitors to replicate. Sustainable competitive advantage lasts over time.
Business Plan Assessment
PITCHING THE PLAN
KEESHA WESTRY
UNIVERSITY OF PHOENIX
STR/582
Introduction
There are several threats and challenges that can be identified in
the Walmart strategic plan that need to be addressed
For the company to succeed and for it to gain a competitive
advantage it is important for to determine how these threats and
challenges can be addressed
These will involve process improvements and an input of more
resources to help address these threats and challenges
The performance will be measured by key performance indicators
to justify the financial investment of the organization.
Threats and Challenges
Legal and political problems
Challenge in their websites where technical
issues arise
Threat that Walmart from its competitors have
started selling low-cost products mainly because
of the low manufacturing costs in the overseas
company
Addressing Threats and Challenges
improving the in-store experience of its stores
by shifting the stocking of goods to daytime hours.
improve the website design of Walmart
starting door-to-door delivery
The process improvement will require
additional resources for its implementation
Use of Resources
Hiring new employees will make it possible
and easier for the stores to restock goods
during daytime hours.
More employees will also ensure
timely delivery of goods.
Funding will be required to develop a
better and improved website and the
maintenance of the website
Funding will also be required for the acquisition
of new delivery vehicles
Utilizing Key Performance
Indicators
The key performance indicators which
will be used are e-commerce sales key
performance indicators and customer
service key performance indicators.
The investment will successful if the
average order size per person increases
and the shopping cart abandonment rate
decreases
The success of the investment will also
be seen if the customer satisfaction scores
increase after a stipulated duration.
Anticipated Return of Investment
It calculated by adding all the
probable revenues that the process
improvement will generate and the
n subtracting all the costs incurred then
dividing by the total cost of investment.
If the rate of investment is positive,
then the recommendations for the
process improvement will be the right
decision for the company because the
company’s revenue will have increased
Conclusion
Some of the threats and challenges that Walmart is facing include
legal and political problems in the different countries they operate
in, competition from other organizations and their website which has
several technical issues and poor user interface.
The recommendation on improving Walmart's process should be
implemented to ensure that t ...
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13 commandments for crafting successful business strategies
1. 13 COMMANDMENTS
FOR CRAFTING
SUCCESSFUL BUSINESS STRATEGIES
Dr WILFRED MONTEIRO
Executive Director
SYNERGY MANAGEMENT ASSOCIATES
Mumbai- INDIA
www.synergymanager.net
3. “ Mastering life
is the process of moving
from where
you are
to where
You want to be”
- Werner Erhard
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
“ Mastering life
is the process of moving
from where
you are
to where
You want to be”
- Werner Erhard
4. Taking time to
think
and reflect
may be more
important
than many
COMPANIES
allow time for!copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
Taking time to
think
and reflect
may be more
important
than many
COMPANIES
allow time for!
5. “ Most important,
leaders can
conceive and articulate goals
that lift people
out of their
petty preoccupations
and unite them
in pursuit of objectives
worthy of their best efforts. ”
- John Gardner
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
“ Most important,
leaders can
conceive and articulate goals
that lift people
out of their
petty preoccupations
and unite them
in pursuit of objectives
worthy of their best efforts. ”
- John Gardner
6. Most organizations don’t know how to
execute strategy.
“Less than 10% of
strategies
effectively
formulated are
effectively
executed.”
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
“Less than 10% of
strategies
effectively
formulated are
effectively
executed.”
– Fortune Magazine
7. KNOWING – DOING GAP
Percent of large companies who …
… regarded themselves as good
or excellent at generating new
knowledge
46%
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
7
… reported having launched new
products based on the application
of new knowledge
14% (of the same firms)
Source: J. Pfeiffer and R.I. Sutton, The Knowing – Doing Gap (Boston: Harvard Business School Press, 2000)
8. TESTS OF A WINNING STRATEGY
• GOODNESS OF FIT TEST
– How well is strategy matched to firm’s situation?
• COMPETITIVE ADVANTAGE TEST
– Does strategy lead to sustainable competitive
advantage?
• PERFORMANCE TEST
– Does strategy boost firm performance?
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
• GOODNESS OF FIT TEST
– How well is strategy matched to firm’s situation?
• COMPETITIVE ADVANTAGE TEST
– Does strategy lead to sustainable competitive
advantage?
• PERFORMANCE TEST
– Does strategy boost firm performance?
9. What is strategic management?
• A continuous, iterative process aimed at
keeping an organization as a whole
approporiately matched to its environment
(Certo and Peter)
• Keeping the business in tune with
management and marketing forces both
outside and inside the firm
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
• A continuous, iterative process aimed at
keeping an organization as a whole
approporiately matched to its environment
(Certo and Peter)
• Keeping the business in tune with
management and marketing forces both
outside and inside the firm
Choosing how the organization will be
DIFFERENT- AL RIES
10. “Strategic management is an ongoing process that
assesses the business and the industries in which the company is involved;
assesses its competitors and sets goals and strategies to meet all existing and
potential competitors;
and then reassesses each strategy annually or quarterly [i.e. regularly] to
determine how it has been implemented and whether it has succeeded or
needs replacement by a new strategy to meet
changed circumstances, new technology, new competitors, a new
economic environment., or a new social, financial, or political
environment.”
(Lamb, 1984:ix)
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
“Strategic management is an ongoing process that
assesses the business and the industries in which the company is involved;
assesses its competitors and sets goals and strategies to meet all existing and
potential competitors;
and then reassesses each strategy annually or quarterly [i.e. regularly] to
determine how it has been implemented and whether it has succeeded or
needs replacement by a new strategy to meet
changed circumstances, new technology, new competitors, a new
economic environment., or a new social, financial, or political
environment.”
(Lamb, 1984:ix)
11. COMPETITIVE STRATEGY PRINCIPLE
Successful companies invest
aggressively in creating sustainable competitive
advantage, for it is their
single most dependable contributor
to above average ROI!
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
Successful companies invest
aggressively in creating sustainable competitive
advantage, for it is their
single most dependable contributor
to above average ROI!
12. THE FIVE GENERIC COMPETITIVE
STRATEGIES
LOW-COST LEADERSHIP
• Striving to be the overall low-cost provider in industry
• BROAD DIFFERENTIATION
• Striving to build customer loyalty by differentiating one’s
product offerings from rivals’ products
• BEST-COST PROVIDER STRATEGY
• Striving to give customers more value for the money by
combining an emphasis on low cost with an emphasis on
upscale differentiation
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
LOW-COST LEADERSHIP
• Striving to be the overall low-cost provider in industry
• BROAD DIFFERENTIATION
• Striving to build customer loyalty by differentiating one’s
product offerings from rivals’ products
• BEST-COST PROVIDER STRATEGY
• Striving to give customers more value for the money by
combining an emphasis on low cost with an emphasis on
upscale differentiation
13. Five Qualities that Lead to
Competitive Advantage
Appropriability
– Can you actually capture the
profits that can be made in
the business?
– Supernormal returns
• Profits that are above the
average for a comparable set
of firms
• Primarily a function of
greater-than-average
cost-price margins
Superiority
Inimitability
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
Appropriability
– Can you actually capture the
profits that can be made in
the business?
– Supernormal returns
• Profits that are above the
average for a comparable set
of firms
• Primarily a function of
greater-than-average
cost-price margins
Durability
Non-substitutability
Appropriability
14. THREE QUESTIONS
When a firm is
experiencing
difficulties, its
good to ask three
questions
Is its strategy flawed?
Is the implementation of its
strategy flawed?
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
14
When a firm is
experiencing
difficulties, its
good to ask three
questions
Is the implementation of its
strategy flawed?
Are both strategy and
implementation flawed?
15. 13 COMMANDMENTS FOR CRAFTING SUCCESSFUL BUSINESS
STRATEGIES
1. Always put top priority on crafting and executing
strategic moves that enhance a firm’s competitive
position for the long-term and that serve to
establish it as an industry leader.
2. Understand that a clear, consistent competitive
strategy, when well-crafted and well-executed,
builds reputation and recognizable industry position
whereas a strategy aimed solely at capturing
momentary market opportunities yields fleeting
benefits.
1. Always put top priority on crafting and executing
strategic moves that enhance a firm’s competitive
position for the long-term and that serve to
establish it as an industry leader.
2. Understand that a clear, consistent competitive
strategy, when well-crafted and well-executed,
builds reputation and recognizable industry position
whereas a strategy aimed solely at capturing
momentary market opportunities yields fleeting
benefits.
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
16. 13 COMMANDMENTS FOR CRAFTING SUCCESSFUL BUSINESS
STRATEGIES
3. Endeavor not to get “stuck back in the pack”
with no coherent long-term strategy or
distinctive competitive position, and little
prospect of climbing into the ranks of the
industry leaders.
4. Invest in creating a sustainable competitive
advantage, for it is a most dependable
contributor to above-average profitability
3. Endeavor not to get “stuck back in the pack”
with no coherent long-term strategy or
distinctive competitive position, and little
prospect of climbing into the ranks of the
industry leaders.
4. Invest in creating a sustainable competitive
advantage, for it is a most dependable
contributor to above-average profitability
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
17. 13 COMMANDMENTS FOR CRAFTING SUCCESSFUL BUSINESS
STRATEGIES
5. Play aggressive offense to build competitive
advantage and aggressive defense to protect it.
6. Avoid strategies capable of succeeding only in the
best of circumstances.
7. Likewise, avoid rigidly prescribed or inflexible
strategies -- changing market conditions may render
it quickly obsolete.
5. Play aggressive offense to build competitive
advantage and aggressive defense to protect it.
6. Avoid strategies capable of succeeding only in the
best of circumstances.
7. Likewise, avoid rigidly prescribed or inflexible
strategies -- changing market conditions may render
it quickly obsolete.
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
18. 13 COMMANDMENTS FOR CRAFTING SUCCESSFUL BUSINESS
STRATEGIES
8. Don’t underestimate the reactions and the
commitment of rival firms.
9. Be wary of attacking strong, resourceful
rivals without first having solid competitive
advantage and ample financial strength.
10. Consider that attacking competitive
weakness is usually more profitable than
attacking competitive strength.
8. Don’t underestimate the reactions and the
commitment of rival firms.
9. Be wary of attacking strong, resourceful
rivals without first having solid competitive
advantage and ample financial strength.
10. Consider that attacking competitive
weakness is usually more profitable than
attacking competitive strength.
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
19. 13 COMMANDMENTS FOR CRAFTING SUCCESSFUL BUSINESS
STRATEGIES
11. Be judicious in cutting prices without an
established cost advantage.
12. Be aware that aggressive strategic moves to wrest
crucial market share away form rivals often provoke
aggressive retaliation in the form of a marketing
“arms race” and/or price wars.
13. Employ bold strategic moves in pursuing
differentiation strategies so as to open up very
meaningful gaps in quality or service or advertising
or other product attributes.
11. Be judicious in cutting prices without an
established cost advantage.
12. Be aware that aggressive strategic moves to wrest
crucial market share away form rivals often provoke
aggressive retaliation in the form of a marketing
“arms race” and/or price wars.
13. Employ bold strategic moves in pursuing
differentiation strategies so as to open up very
meaningful gaps in quality or service or advertising
or other product attributes.
copyright Dr Wilfred Monteiro
www.synergymanager.net -all rights
reserved
20. If you have any questions at all please
do not hesitate to send a note or call.
My email address is:
wm@synergymanager.net
If you have any questions at all please
do not hesitate to send a note or call.
My email address is:
wm@synergymanager.net
20
(c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net
21. • is a nationally acclaimed
stalwart in the field of
business management with
an illustrious career spanning
over 25 years
• He is a consultant and advisor
to Board of Directors of
leading companies &
Chambers of Commerce;
• a management trainer of high
repute who has conducted
over 2250 seminars in India
and abroad in areas of
business strategy, marketing
& organization development.
• a Visiting Professor to
premier management
institutes and staff training
colleges throughout India.
Dr WILFRED MONTEIRO
• is a nationally acclaimed
stalwart in the field of
business management with
an illustrious career spanning
over 25 years
• He is a consultant and advisor
to Board of Directors of
leading companies &
Chambers of Commerce;
• a management trainer of high
repute who has conducted
over 2250 seminars in India
and abroad in areas of
business strategy, marketing
& organization development.
• a Visiting Professor to
premier management
institutes and staff training
colleges throughout India.
21website: www.synergymanager.net(c) copyright 2010 Dr Wilfred Monteiro
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22. – http://wilfredmonteiro.blogspot.in/
– http://negotiating-wizard.blogspot.in
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Dr WILFRED MONTEIRO
please view the blogspots I have developed for my participant ongoing learning
– http://wilfredmonteiro.blogspot.in/
– http://negotiating-wizard.blogspot.in
– http://salescoach-india.blogspot.in
– http://the-sales-champ.blogspot.in
– http://salesforce-excellence.blogspot.in
– http://strategic-selling.blogspot.in
– http://hrm-excellence.blogspot.in
– http://personal-growth-guru.blogspot.in
– http://thegreatmanager.blogspot.in
– http://leadership-by-values.blogspot.in
– http://therightetiquette.blogspot.in
22website: www.synergymanager.net
(c) copyright 2010
Dr Wilfred
Monteiro
www.synergyman
ager.net
23. CONTACT US
Dr Wilfred Monteiro
TELE : 91 22 9819843927
EMAIL: wm@synergymanager.net
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copyright Dr Wilfred Monteiro www.synergymanager.net -all rights reserved
SYNERGY MANAGEMENT ASSOCIATES
since 1993
Designing Business Excellence Models
Corporate Planning & Strategy Summits
Change Management Initiatives
Business Leadership Development
Performance Management Systems