6 Phases of a Business Cycle - Hawkeye Consulting Advisors - Allen Pratt 630-800-7545
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Do you know when the business has transitioned from one business cycle to another? What strategies must management consider during each business cycle?
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GRAND STRATEGY
Grand strategy is a 12-step process for developing a comprehensive business strategy that includes performance management and measurement. It involves analyzing internal strengths and weaknesses, external opportunities and threats, and determining strategic focus areas. Key steps include developing a mission statement, creating goals and key performance measures across organizational perspectives, and using a scorecard to track progress and drive the strategy through execution and adjustment.
Chapter 3 grand strategy
Grand strategies are long-term plans that guide organizations towards their strategic goals. They involve choices like expansion, innovation, or retrenchment. Growth strategies aim to increase profits, sales, or market share through approaches like concentric expansion into related businesses, vertical integration along the value chain, or diversification. Stability strategies maintain the status quo with incremental improvements. Organizations may choose stability when their market is stable or changing the environment presents risks.
Strategic planning at different levels of an organization
The document discusses four important strategic planning activities at different levels of an organization: 1) defining the corporate mission, 2) establishing strategic business units to identify competitors, plan for the company, and be responsible for profit performance, 3) assigning resources to each strategic business unit, and 4) assessing growth opportunities. It also discusses analyzing opportunities and threats through a SWOT analysis of the external and internal environments, formulating strategies of overall cost leadership, differentiation, or focus, and taking feedback in the strategic planning process.
Diversification (2)
Diversification is a corporate strategy where a firm enters new markets or industries that are not currently part of its business by developing new products for those markets. Firms diversify for reasons such as having excess resources, diminishing growth in their current industry, cost savings opportunities, or spreading business risks. There are two main types of diversification: related diversification, where a firm leverages its technical expertise across industries, and unrelated diversification, where a firm enters industries with no strategic fit. Firms must evaluate the attractiveness and costs of new industries as well as whether diversification creates shareholder value.
Grand strategy [ strategic alternatives]
1. The document discusses different generic strategies for achieving competitive advantage including cost leadership, differentiation, and focus. It outlines the key organizational requirements and skills needed to successfully implement each strategy.
2. Various strategic options for organizations are presented including market penetration, market development, product development, integration, diversification, turnaround, divestiture, and strategic alliances. Risks associated with each generic strategy are also summarized.
3. Guidelines are provided for when a focus strategy may be most appropriate, including when an industry is resistant to change and a firm has stable inputs and competitive advantages in production or distribution.
Business Portfolio Analysis
Business portfolio analysis is a technique that analyzes a company's different business units or products in the same way an investment portfolio is analyzed. It uses tools like the BCG matrix and GE nine-cell matrix to evaluate business units based on factors such as market share and market growth. This helps companies allocate resources more effectively by identifying strong business units in attractive markets that should receive more investment, and weak units in unattractive markets that may need to be improved or divested. While portfolio analysis provides a systematic approach and encourages strategic evaluation, the analyses can oversimplify strategies and produce static snapshots that may not account for changing market conditions.
Business Strategies PowerPoint Presentation Slides
This PPT deck displays fourty six slides with in depth research. Our Business Strategies PowerPoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive Business Strategies PowerPoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement. http://bit.ly/399TXRq
The BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 sem
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GRAND STRATEGY
Grand strategy is a 12-step process for developing a comprehensive business strategy that includes performance management and measurement. It involves analyzing internal strengths and weaknesses, external opportunities and threats, and determining strategic focus areas. Key steps include developing a mission statement, creating goals and key performance measures across organizational perspectives, and using a scorecard to track progress and drive the strategy through execution and adjustment.
Chapter 3 grand strategy
Grand strategies are long-term plans that guide organizations towards their strategic goals. They involve choices like expansion, innovation, or retrenchment. Growth strategies aim to increase profits, sales, or market share through approaches like concentric expansion into related businesses, vertical integration along the value chain, or diversification. Stability strategies maintain the status quo with incremental improvements. Organizations may choose stability when their market is stable or changing the environment presents risks.
Strategic planning at different levels of an organization
The document discusses four important strategic planning activities at different levels of an organization: 1) defining the corporate mission, 2) establishing strategic business units to identify competitors, plan for the company, and be responsible for profit performance, 3) assigning resources to each strategic business unit, and 4) assessing growth opportunities. It also discusses analyzing opportunities and threats through a SWOT analysis of the external and internal environments, formulating strategies of overall cost leadership, differentiation, or focus, and taking feedback in the strategic planning process.
Diversification (2)
Diversification is a corporate strategy where a firm enters new markets or industries that are not currently part of its business by developing new products for those markets. Firms diversify for reasons such as having excess resources, diminishing growth in their current industry, cost savings opportunities, or spreading business risks. There are two main types of diversification: related diversification, where a firm leverages its technical expertise across industries, and unrelated diversification, where a firm enters industries with no strategic fit. Firms must evaluate the attractiveness and costs of new industries as well as whether diversification creates shareholder value.
Grand strategy [ strategic alternatives]
1. The document discusses different generic strategies for achieving competitive advantage including cost leadership, differentiation, and focus. It outlines the key organizational requirements and skills needed to successfully implement each strategy.
2. Various strategic options for organizations are presented including market penetration, market development, product development, integration, diversification, turnaround, divestiture, and strategic alliances. Risks associated with each generic strategy are also summarized.
3. Guidelines are provided for when a focus strategy may be most appropriate, including when an industry is resistant to change and a firm has stable inputs and competitive advantages in production or distribution.
Business Portfolio Analysis
Business portfolio analysis is a technique that analyzes a company's different business units or products in the same way an investment portfolio is analyzed. It uses tools like the BCG matrix and GE nine-cell matrix to evaluate business units based on factors such as market share and market growth. This helps companies allocate resources more effectively by identifying strong business units in attractive markets that should receive more investment, and weak units in unattractive markets that may need to be improved or divested. While portfolio analysis provides a systematic approach and encourages strategic evaluation, the analyses can oversimplify strategies and produce static snapshots that may not account for changing market conditions.
Business Strategies PowerPoint Presentation Slides
This PPT deck displays fourty six slides with in depth research. Our Business Strategies PowerPoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive Business Strategies PowerPoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement. http://bit.ly/399TXRq
The BCG Matrix Grand Strategies in Steatergic Management Studies mba 4 sem
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31363068 hofer’s-matrices-and-directional-policies
The document discusses Hofer's matrices and directional policy analysis methods for business portfolio analysis. Hofer's matrices analyze different business units based on their competitive position and stage of evolution to determine investment strategies. The directional policy matrix analyzes business units based on market attractiveness and business strengths to identify strategic options like invest, grow, harvest, or divest. The document provides examples of analyzing specific business units using these methods.
The Race To Market
The document discusses strategies for competing in the market. It contrasts an old strategy of competing on price or differentiating on existing customer demands with a new strategy of creating uncontested market space. The new strategy involves focusing on non-customers and creating new demands, breaking the traditional tradeoff between value and cost, and aligning activities around both differentiation and low costs through value innovation. It provides steps for positioning a product without direct competition by making it simple to use, easy to supply, and supplementable while pricing for mass appeal.
Grand Strategy
The document discusses grand strategies that provide overall direction for strategic actions of firms operating in multiple industries or business areas. It outlines four main grand strategy alternatives: stability, growth, combination, and retrenchment. Stability involves remaining the same size or growing slowly, while growth can involve internal expansion or external diversification. Combination uses different strategies for different units, and retrenchment shrinks or sells off businesses. The document also presents a grand strategy matrix based on market growth and competitive position, outlining suitable strategies for each quadrant, such as market penetration, product development, or divestiture. It further defines various strategies like forward integration, divestiture, liquidation, and conglomerate diversification.
Business strategy
The document discusses various business strategies including cost leadership, differentiation, and focus strategies. Cost leadership aims to offer lower prices through efficient operations. Differentiation strategies make products unique in areas like quality, features, or branding. Focus strategies target a specific niche, either through lower costs or differentiation within that niche. Examples like Walmart, Payless, and niche product lines are provided.
Business Level Strategies & Functional Level Strategies
The document provides an overview of business level strategies and functional level strategies. It discusses the five generic business level strategies of cost leadership, differentiation, and focused cost leadership and differentiation. It also discusses developing functional level strategies to support business level strategies. Key functions discussed include finance, marketing, operations, and human resources. Developing strategies at all levels can help a company gain a competitive advantage.
1. final ppt
General Motors presented a grand strategy for the company that included four main alternatives: stability, growth, combination, and retrenchment. The strategies were mapped based on market growth and competitive position. Growth strategies included market penetration, market development, product development, and integration approaches like backward, forward, and horizontal integration. Diversification could be concentric, horizontal, or conglomerate. The presentation analyzed GM India's product lineup, branding, and proposed a three pillar marketing strategy focusing on integration, partnerships and sustaining efforts.
Corporate level strategies
This document discusses various strategies and concepts related to corporate level strategy. It begins by defining different categories of business organizations such as sole proprietorships, partnerships, and corporations. It then discusses the nature of corporate level strategy and key issues like directional, portfolio, and parenting strategies. Some strategic choices at the corporate level are also outlined, including business closure, acquisition, and reorganization. Integration and diversification options are presented, including vertical and horizontal integration as well as related and unrelated diversification. The final sections cover internationalization strategies and strategic alliance options.
Mmi x marketing strategies
Michael Porter identified three generic strategies that businesses can pursue to achieve competitive advantage: cost leadership, differentiation, and focus (niche). Cost leadership involves having the lowest costs in the industry, differentiation means offering unique product features that customers value, and focus means targeting a specific market segment. Porter also identified a "middle of the road" strategy that tries to do all three, which is unlikely to lead to competitive advantage. Businesses should analyze their strengths to determine which generic strategy is most suitable.
Strategy formulation
A pattern of major objectives, goals, essential policies and plans that define the current or future firm’s business and the kind of company the firm is now or is to become
Hofer
The document summarizes the Hofer method of business portfolio analysis. The Hofer method divides a company's business into strategic business units and plots them on a 15-quadrant matrix based on their competitive position and stage in the product life cycle. This visualization helps identify strategies for each unit. Units in different quadrants may require different strategies, such as investing resources in "star" units, maintaining cash flows from "cash cow" units, or providing limited support to "question mark" units. The Hofer method aims to help companies allocate resources and develop balanced, long-term strategies for each of their business units.
Lecture 4 generic alternative strategies
Here are brief descriptions of 3 generic strategies with examples of when they should be adopted:
Integration strategies: Forward integration involves gaining control over distributors and retailers. It should be adopted when current distributors are expensive/unreliable or availability is limited. Backward integration controls suppliers and is effective when current suppliers are expensive/unreliable or have few options. Horizontal integration controls competitors and works when competing in a growing industry allows economies of scale.
Intensive strategies: Market penetration increases market share of current products/markets through increased sales to present customers. It works when markets are not saturated. Product development increases sales through improving or developing new products, as when products reach maturity or technology rapidly changes.
Diversification strategies:
Diversification
Diversification is the process of expanding a company's range of products or fields of operation in order to manage risk. It allows companies to offset losses from underperforming business lines. The main advantages are reducing risk, increasing financial gains, market share, and growth. However, diversification can also lead to overextension, lack of expertise in new areas, and increased costs if not approached carefully. Companies diversify their business in either related or unrelated ways. Some examples of companies that have successfully diversified are provided.
TYPES OF STRATERGIES
This document discusses various types of business strategies. It defines strategy and outlines four main categories: integration, intensive, defensive, and diversification strategies. Integration involves expanding related business activities, either vertically within the supply chain or horizontally within an industry. Intensive strategies seek to improve market share through greater marketing or developing existing products. Defensive strategies help maintain a market leader's position. Diversification expands a company's products and markets, either through related or unrelated new offerings.
Popular strategy diagrams
The document contains diagrams and figures related to strategic management concepts including:
- A grand strategy selection matrix that evaluates strategies based on overcoming weaknesses or maximizing strengths under different competitive conditions.
- Models showing clusters of grand strategies under varying market growth and competitive forces.
- The BCG growth-share matrix that evaluates business units based on market share and growth rate.
- Matrices that evaluate industries and business units based on attractiveness and strength factors.
- A market life cycle matrix that recommends investment levels based on competitive strength and market stage.
- A life cycle portfolio matrix that positions business units based on competitive position and industry life cycle stage.
Pricing Decisions & Strategies
Pricing is a strategic issue that affects other elements of the marketing mix like product features, distribution channels, and promotion. There are several steps to pricing a product, including analyzing costs and demand, setting pricing objectives like profit or revenue maximization, and determining the actual price using factors like costs, demand, and environmental considerations. Common pricing objectives include current profit maximization, current revenue maximization, maximizing quantity sold, and maximizing profit margins. Pricing methods include cost-plus pricing, target return pricing, and value-based pricing. Price discounts are also used to influence demand and include quantity, seasonal, cash, trade, and promotional discounts.
Bcg matrix (boston consultancy group matrix)
The BCG Matrix is a tool used to evaluate products based on their market share and growth rate. It categorizes products into four quadrants: Stars, which have high growth and market share; Cash Cows, which have high share but low growth; Question Marks, which have high growth but low share; and Dogs, which have low growth and share. Understanding where products fall in the matrix allows companies to determine the best investment and strategic approach for each.
Levels of strategy
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
Levels of strategy
There are multiple levels of strategy that companies employ. The corporate level strategy defines the business areas and overall vision of the organization. The business level strategy focuses on specific strategic business units and their competitive positions in distinct markets. Finally, the functional level strategy relates to individual departments like marketing, production, and human resources, and involves setting short-term objectives aligned with the business level strategy.
Business Growth Strategies
The document discusses various stages of business growth and strategies for growing a business. It outlines four stages of business growth: start up, initial growth, rapid growth, and continuous growth. It also discusses product lifecycles and different growth strategies businesses can employ, including market penetration, new products, alternative channels, diversification, integrative strategies, and horizontal/backward/forward integration. The key strategies suggested for increasing market share, sales and profits are to penetrate existing markets further, develop new products for existing and new customers, and pursue alternative distribution channels.
Lesson 1 the 4 levels of strategy
In this lesson you learned that there are four levels of strategy-making which includes Corporate Level, Business Unit Level, Functional Unit Level and Operational Level. You also learned that developing strategy is a collaborative team effort in which every manager has a role for the area he or she is responsible for.
Chap 06
Strategic alliances and mergers & acquisitions are options to supplement a firm's competitive strategy. Alliances allow firms to share resources, risks, and control to access new markets and technologies faster. Mergers and acquisitions allow tighter integration but come with integration challenges. Vertical integration through backward or forward strategies can generate cost advantages but also increase risks. Outsourcing non-core activities can improve flexibility and innovation if not overused. Offensive strategies proactively build advantages while defensive strategies protect them from rivals' attacks.
005 business+level+strategy s.m
The document discusses different business-level strategies including cost leadership strategy, differentiation strategy, focused strategies, and integrated cost leadership/differentiation strategy. It explains that core competencies provide competitive advantage and strategies must exploit these to satisfy customer needs. Cost leadership is achieved through low cost production while differentiation provides unique value. The strategies can be used to address threats from competition and suppliers/buyers.
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31363068 hofer’s-matrices-and-directional-policies
The document discusses Hofer's matrices and directional policy analysis methods for business portfolio analysis. Hofer's matrices analyze different business units based on their competitive position and stage of evolution to determine investment strategies. The directional policy matrix analyzes business units based on market attractiveness and business strengths to identify strategic options like invest, grow, harvest, or divest. The document provides examples of analyzing specific business units using these methods.
The Race To Market
The document discusses strategies for competing in the market. It contrasts an old strategy of competing on price or differentiating on existing customer demands with a new strategy of creating uncontested market space. The new strategy involves focusing on non-customers and creating new demands, breaking the traditional tradeoff between value and cost, and aligning activities around both differentiation and low costs through value innovation. It provides steps for positioning a product without direct competition by making it simple to use, easy to supply, and supplementable while pricing for mass appeal.
Grand Strategy
The document discusses grand strategies that provide overall direction for strategic actions of firms operating in multiple industries or business areas. It outlines four main grand strategy alternatives: stability, growth, combination, and retrenchment. Stability involves remaining the same size or growing slowly, while growth can involve internal expansion or external diversification. Combination uses different strategies for different units, and retrenchment shrinks or sells off businesses. The document also presents a grand strategy matrix based on market growth and competitive position, outlining suitable strategies for each quadrant, such as market penetration, product development, or divestiture. It further defines various strategies like forward integration, divestiture, liquidation, and conglomerate diversification.
Business strategy
The document discusses various business strategies including cost leadership, differentiation, and focus strategies. Cost leadership aims to offer lower prices through efficient operations. Differentiation strategies make products unique in areas like quality, features, or branding. Focus strategies target a specific niche, either through lower costs or differentiation within that niche. Examples like Walmart, Payless, and niche product lines are provided.
Business Level Strategies & Functional Level Strategies
The document provides an overview of business level strategies and functional level strategies. It discusses the five generic business level strategies of cost leadership, differentiation, and focused cost leadership and differentiation. It also discusses developing functional level strategies to support business level strategies. Key functions discussed include finance, marketing, operations, and human resources. Developing strategies at all levels can help a company gain a competitive advantage.
1. final ppt
General Motors presented a grand strategy for the company that included four main alternatives: stability, growth, combination, and retrenchment. The strategies were mapped based on market growth and competitive position. Growth strategies included market penetration, market development, product development, and integration approaches like backward, forward, and horizontal integration. Diversification could be concentric, horizontal, or conglomerate. The presentation analyzed GM India's product lineup, branding, and proposed a three pillar marketing strategy focusing on integration, partnerships and sustaining efforts.
Corporate level strategies
This document discusses various strategies and concepts related to corporate level strategy. It begins by defining different categories of business organizations such as sole proprietorships, partnerships, and corporations. It then discusses the nature of corporate level strategy and key issues like directional, portfolio, and parenting strategies. Some strategic choices at the corporate level are also outlined, including business closure, acquisition, and reorganization. Integration and diversification options are presented, including vertical and horizontal integration as well as related and unrelated diversification. The final sections cover internationalization strategies and strategic alliance options.
Mmi x marketing strategies
Michael Porter identified three generic strategies that businesses can pursue to achieve competitive advantage: cost leadership, differentiation, and focus (niche). Cost leadership involves having the lowest costs in the industry, differentiation means offering unique product features that customers value, and focus means targeting a specific market segment. Porter also identified a "middle of the road" strategy that tries to do all three, which is unlikely to lead to competitive advantage. Businesses should analyze their strengths to determine which generic strategy is most suitable.
Strategy formulation
A pattern of major objectives, goals, essential policies and plans that define the current or future firm’s business and the kind of company the firm is now or is to become
Hofer
The document summarizes the Hofer method of business portfolio analysis. The Hofer method divides a company's business into strategic business units and plots them on a 15-quadrant matrix based on their competitive position and stage in the product life cycle. This visualization helps identify strategies for each unit. Units in different quadrants may require different strategies, such as investing resources in "star" units, maintaining cash flows from "cash cow" units, or providing limited support to "question mark" units. The Hofer method aims to help companies allocate resources and develop balanced, long-term strategies for each of their business units.
Lecture 4 generic alternative strategies
Here are brief descriptions of 3 generic strategies with examples of when they should be adopted:
Integration strategies: Forward integration involves gaining control over distributors and retailers. It should be adopted when current distributors are expensive/unreliable or availability is limited. Backward integration controls suppliers and is effective when current suppliers are expensive/unreliable or have few options. Horizontal integration controls competitors and works when competing in a growing industry allows economies of scale.
Intensive strategies: Market penetration increases market share of current products/markets through increased sales to present customers. It works when markets are not saturated. Product development increases sales through improving or developing new products, as when products reach maturity or technology rapidly changes.
Diversification strategies:
Diversification
Diversification is the process of expanding a company's range of products or fields of operation in order to manage risk. It allows companies to offset losses from underperforming business lines. The main advantages are reducing risk, increasing financial gains, market share, and growth. However, diversification can also lead to overextension, lack of expertise in new areas, and increased costs if not approached carefully. Companies diversify their business in either related or unrelated ways. Some examples of companies that have successfully diversified are provided.
TYPES OF STRATERGIES
This document discusses various types of business strategies. It defines strategy and outlines four main categories: integration, intensive, defensive, and diversification strategies. Integration involves expanding related business activities, either vertically within the supply chain or horizontally within an industry. Intensive strategies seek to improve market share through greater marketing or developing existing products. Defensive strategies help maintain a market leader's position. Diversification expands a company's products and markets, either through related or unrelated new offerings.
Popular strategy diagrams
The document contains diagrams and figures related to strategic management concepts including:
- A grand strategy selection matrix that evaluates strategies based on overcoming weaknesses or maximizing strengths under different competitive conditions.
- Models showing clusters of grand strategies under varying market growth and competitive forces.
- The BCG growth-share matrix that evaluates business units based on market share and growth rate.
- Matrices that evaluate industries and business units based on attractiveness and strength factors.
- A market life cycle matrix that recommends investment levels based on competitive strength and market stage.
- A life cycle portfolio matrix that positions business units based on competitive position and industry life cycle stage.
Pricing Decisions & Strategies
Pricing is a strategic issue that affects other elements of the marketing mix like product features, distribution channels, and promotion. There are several steps to pricing a product, including analyzing costs and demand, setting pricing objectives like profit or revenue maximization, and determining the actual price using factors like costs, demand, and environmental considerations. Common pricing objectives include current profit maximization, current revenue maximization, maximizing quantity sold, and maximizing profit margins. Pricing methods include cost-plus pricing, target return pricing, and value-based pricing. Price discounts are also used to influence demand and include quantity, seasonal, cash, trade, and promotional discounts.
Bcg matrix (boston consultancy group matrix)
The BCG Matrix is a tool used to evaluate products based on their market share and growth rate. It categorizes products into four quadrants: Stars, which have high growth and market share; Cash Cows, which have high share but low growth; Question Marks, which have high growth but low share; and Dogs, which have low growth and share. Understanding where products fall in the matrix allows companies to determine the best investment and strategic approach for each.
Levels of strategy
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
Levels of strategy
There are multiple levels of strategy that companies employ. The corporate level strategy defines the business areas and overall vision of the organization. The business level strategy focuses on specific strategic business units and their competitive positions in distinct markets. Finally, the functional level strategy relates to individual departments like marketing, production, and human resources, and involves setting short-term objectives aligned with the business level strategy.
Business Growth Strategies
The document discusses various stages of business growth and strategies for growing a business. It outlines four stages of business growth: start up, initial growth, rapid growth, and continuous growth. It also discusses product lifecycles and different growth strategies businesses can employ, including market penetration, new products, alternative channels, diversification, integrative strategies, and horizontal/backward/forward integration. The key strategies suggested for increasing market share, sales and profits are to penetrate existing markets further, develop new products for existing and new customers, and pursue alternative distribution channels.
Lesson 1 the 4 levels of strategy
In this lesson you learned that there are four levels of strategy-making which includes Corporate Level, Business Unit Level, Functional Unit Level and Operational Level. You also learned that developing strategy is a collaborative team effort in which every manager has a role for the area he or she is responsible for.
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Similar to 6 Phases of a Business Cycle - Hawkeye Consulting Advisors - Allen Pratt 630-800-7545
Chap 06
Strategic alliances and mergers & acquisitions are options to supplement a firm's competitive strategy. Alliances allow firms to share resources, risks, and control to access new markets and technologies faster. Mergers and acquisitions allow tighter integration but come with integration challenges. Vertical integration through backward or forward strategies can generate cost advantages but also increase risks. Outsourcing non-core activities can improve flexibility and innovation if not overused. Offensive strategies proactively build advantages while defensive strategies protect them from rivals' attacks.
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The document discusses different business-level strategies including cost leadership strategy, differentiation strategy, focused strategies, and integrated cost leadership/differentiation strategy. It explains that core competencies provide competitive advantage and strategies must exploit these to satisfy customer needs. Cost leadership is achieved through low cost production while differentiation provides unique value. The strategies can be used to address threats from competition and suppliers/buyers.
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This document discusses business-level strategy, including differentiation and low-cost strategies. It explains that business-level strategy establishes a company's competitive position in the marketplace. Differentiation involves distinguishing a company's products or services, while low-cost focuses on lowering prices by reducing costs. The document also discusses how functional strategies and organizational structure must align with the chosen business-level strategy to lower costs or achieve differentiation. Value innovation is described as pushing technological boundaries to offer greater value at lower cost than competitors.
Supplementing the chosen competitive strategy chapter 6
The document discusses various competitive strategies including collaborative strategies, mergers and acquisitions, vertical integration, outsourcing, offensive and defensive strategies, and web site strategies. It provides details on reasons for and characteristics of strategic alliances. It also outlines objectives, advantages, and pitfalls of mergers and acquisitions as well as vertical integration strategies. Factors for determining when outsourcing makes strategic sense are discussed. Principles of offensive and defensive strategies are presented along with types of each. Finally, different web site strategy approaches are described.
Work on the margin to improve performance
The document discusses strategies for improving business performance such as licensing technology from or to competitors to multiply resources, using tools like competitive benchmarking and productivity analysis to discover strengths and weaknesses, and monitoring a balanced scorecard that evaluates financial and operational performance across different areas of the business over multiple quarters. It also provides examples of tactics within these strategies like reallocating advertising spending or adjusting product prices to optimize returns.
Growth in challenging times costs
The document discusses strategies for companies to achieve growth in challenging economic times through cost competitiveness. It outlines that companies need to focus on pricing, costs, cash, and capital to drive growth. Top performing companies strategically increase prices above inflation, take a holistic view of costs across the organization and supply chain, optimize working capital across the entire value chain including suppliers, and prioritize existing cash reserves to finance growth.
Strategy DevelopmentWeek 3Objectives Week 3Devel.docx
Strategy Development
Week 3
Objectives Week 3Develop strategic objectives.
Create organizational objectives and goals.
Articulate value proposition, key activities, resources, and channels to market.
Quote……
“Successful business strategy is about actively shaping the game you play, not just playing the game you find.”
Adam M. Brandenburger and Barry J. Nalebuff
Quote……
“The essence of strategy lies in creating tomorrow’s competitive advantage faster than competitors mimic the ones you posses today”
Gary Hamel and C.K. Prahalad
Quote……
“Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value”.
—Michael E. Porter
Quote……
“Winners in business play rough and don’t apologize for it. The nicest part of playing hardball is watching your competitors squirm”
—George Stalk, Jr., and Rob Lachenauer”
Long-Term ObjectivesStrategic managers recognize that short-run profit maximization is rarely the best approach to achieving sustained corporate growth and profitability.Strategic decision makers confronts:
Should they eat the seeds to improve the near-term profit picture and make large dividend payments through cost-saving measures such as laying off workers during periods of slack demand, selling off inventories, or cutting back on research and development?
Or should they sow the seeds in the effort to reap long-term rewards by reinvesting profits in growth opportunities, committing resources to employee training, or increasing advertising expenditures?
Long-Term ObjectivesTo achieve long-term prosperity, strategic planners commonly establish long-term objectives in seven areas: Profitability Competitive PositionEmployee RelationsTechnological Leadership Productivity – In-OutEmployee DevelopmentPublic Responsibility
Qualities of Long-Term ObjectivesWhat distinguishes a good objective from a bad one? What qualities of an objective improve its chances of being attained?There are five criteria that should be used in preparing long-term objectives:
Flexible
Measurable
Motivating
Suitable
Understandable
The Balanced ScorecardThe balanced scorecard is a set of measures that are directly linked to the company’s strategy
Developed by Robert S. Kaplan and David P. Norton, it directs a company to link its own long-term strategy with tangible goals and actions.
The scorecard allows managers to evaluate the company from four perspectives:
financial performance
customer knowledge
internal business processes
learning and growth
The Balance Scorecard
The Balance Scorecard
The Balance ScorecardPerspectiveObjectiveKPIGoal for 2014FinanceBecome industry Cost Leader% Reduction in Cost per Unit20%Utilization of AssetsUtilization Rate7%Increase Market ShareMarket Share30%CustomerCustomer Retention% Retention 75%On Time Delivery% of On Time Delivery90%Zero Defects% of Good Quality.
Growth Toolkit
The document discusses strategies for achieving competitive advantage through hypercompetition. It outlines 7 strategic approaches: vision for disruption, capabilities for disruption like speed and surprise, tactics for disruption such as shifting rules and signaling, strategic leverage, targeting marketing, differentiating and positioning the company, and innovation. The goal is to help customers grow their business and impact their bottom line through a differentiated offering.
Marketing Strategy - ICL
The document outlines the marketing strategy of Ittehad Chemicals. It discusses goals of achieving sales targets, minimizing receivables, and increasing market share and profitability. The strategy focuses on customer confidentiality, ethics, quality, technology, and CSR. It also discusses identifying good and bad customers, product expansion, developing a motivated team, export marketing, and building strong customer and supplier relationships. The growth strategy involves increasing product usage, developing new products, market development, leveraging assets, and considering vertical integration or outsourcing. Key directions for growth are market penetration, market development, product development, and product diversification. The most valuable assets of businesses going forward will be knowledge workers and their productivity.
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Supplementing the chosen competitive strategy chapter 6
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Strategy DevelopmentWeek 3Objectives Week 3Devel.docx
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Allen Pratt resume
This document is a resume for Allen K. Pratt, who has over 20 years of experience in turnaround management, operations improvement, and strategic consulting. He has helped companies in various industries improve cash flow, net income, and overall operational effectiveness. His experience includes roles as CEO, COO, and restructuring advisor. He holds an MBA and certifications in turnaround management and production/inventory management.
What Is A CTP?
The Certified Turnaround Professional (CTP) designation was introduced in 1993 in the United States as an objective measure of the
experience,
knowledge &
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5 Most Dangerous Trends Facing Small Business in 2014
Economic Uncertainty. One of the main factors indicating that the U.S. may not experience strong economic growth in 2014 is its weak GDP growth.
According to Federal Reserve research, since 1947, when real GDP grows at a rate of less than two percent year-over-year, recession has occurred in the following year about 70 percent of the time.
In the first and second quarters of 2013, GDP in the U.S. grew by 1.1 percent and 2.5 percent respectively. Barclays forecasted that third-quarter GDP growth will be 1.5 percent, but it can be significantly lower because of the government shutdown.
The government shutdown can have a very real impact on the economy, putting its recovery in jeopardy.
Businesses are facing more policy uncertainty now than any other time since the debt-ceiling fiasco in 2011. The current monetary and fiscal uncertainty can result in a significant decline in investment and employment, and potentially lower economic growth rate by as much as one percent this year.
If that happens, the economy may be at stall speed by the beginning of 2014. According to some experts, there is a possibility that the U.S. will experience a recession next year.
How to Hire
The document outlines the hiring process in four stages: describing the job and attracting applicants, receiving applications and conducting interviews, selecting the best candidate, and getting the new employee started. The stages include developing a job description, setting up interviews, assessing candidates' skills and fit for the role and company, making a hiring decision, conducting reference checks, making a job offer, and completing onboarding paperwork. The goal is to plan the process, attract suitable candidates, evaluate their qualifications and personality fit, then onboard the new hire.
Find And Sell Excess Capacity
This document discusses finding and selling excess capacity in a business. It outlines several assumptions: that the business forms one system from suppliers to customers; it has one clear goal of meeting sales and profit targets; and constraints on the system come from within. It recommends identifying the weakest link limiting throughput, exploiting that constraint's capacity, subordinating other areas to it, elevating the constraint if needed, and repeating to continuously improve throughput and profits. Selling excess capacity involves offering unrefusable value through shortened lead times, higher quality, or superior competence beyond competitors.
Which Wolf Do You Feed
The document discusses the Cherokee legend of the two wolves - one representing positive attributes like joy and kindness, the other representing negative attributes like fear and greed. It says the wolf that wins the fight inside each person is the one they choose to "feed".
It then lists pairs of virtues and vices, asking which wolf the reader feeds - for example, charity or greed, diligence or sloth. It defines each virtue.
Finally, it provides some rules to live by, including biblical verses about loving God and others, and versions of the golden rule. It says to try following virtues even if not perfect, as they will be worthwhile guides.
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- 1. Contact Allen Pratt @ 630-800-7545 or allen.k.pratt@gmail.com 6 Phases of a Business Cycle Sales Growth Condition Chart Value Drivers Marketing Investment / R&D Competition Pricing Operating Issues Workforce 1. EXPANSION Increasing Sales (above the line) Revenue growth focus: maximize target margin growth, gain access to new capital Stress the uniqueness of the product or service to a small group of customers Internal funds start to catch up with investment choices Anticipate more new entrants joining the industry and more intense competition For new products, price at a premium when there’s little competition As production increases to meet demand, manufacturers are able to reduce their costs through economies of scale Maintain a workforce that will deliver quality products or services in an efficient manner 2. PEAK Flat Sales (above the line) Quality of growth: optimize operating margin Differentiate firm’s offerings from competitors Launch newly focused marketing campaign Internal funds available exceed investment choices Anticipate competitors’ increased sales activity to win away existing business clients Hold pricing steady Anticipate increased supply chain pressure Ensure product quality remains consistent Protect the firm’s ability to meet demand with adequate throughput 3. DECLINE Decreasing Sales (above the line) Market segmentation: pick a sub-set of the market that you can organize your sales efforts around Stress the unique features and benefits of products or service Continue to differentiate the firm’s offerings from competitors Few investment choices may be good now Anticipate competitors’ efforts to protect their best customers Anticipate lower prices as a result of increasing competition Establish routes to market will become more efficient Evaluate workforce for productivity and effectiveness 4. RECESSION Decreasing Sales (below the line) Become an industry leader: seek to distinguish yourself in your industry Compete on quality to separate firm’s products or service from other low-cost offerings Divest investment in non- performing products and services Anticipate a shake-out in the industry Don’t lose business because of price Maximize cost savings with operating improvements, begin to trim less effective operations Trim workforce in anticipation of lower sales & production activity 5. TROUGH Flat Sales (below the line) Acquisitions: find a business that can be improved Explore low- cost / low-price strategy to increase the volume of sales and make profits from inventory turns Evaluate product service demand changes and how to capitalize on new growth M&A consolidations will be the norm as firms try other strategies to continue to be competitive or grow through acquisition or diversification Maintain prices that exceed variable cost of production Downsize or close non- performing operations Don’t replace workforce who’ve resigned or left company 6. RECOVERY Increasing Sales (below the line) Leverage partnerships: selectively collaborate to create industry strength Work to establish a niche for dominance within an industry during this phase Investment needs vastly exceed funds. Invest limited funds with care. Anticipate competitors’ moves to increase new business development activity Begin to increase pricing to regain gross margins Apply technology and linking suppliers and customers in a tight supply chain to improve efficiency Hire slowly and select only those who are the right fit for the anticipated growth cycle 0 100 200 1 3 5 7 9 11 13 Sales Growth Chart 12/12 Avg Baseline 0 100 200 1 3 5 7 9 11 13 Sales Growth Chart 12/12 Avg Baseline 0 100 200 1 3 5 7 9 11 13 Sales Growth Chart 12/12 Avg Baseline 0 100 200 1 3 5 7 9 11 13 Sales Growth Chart 12/12 Avg Baseline 0 100 200 1 3 5 7 9 11 13 Sales Growth Chart 12/12 Avg Baseline 0 100 200 1 3 5 7 9 11 13 Sales Growth Chart 12/12 Avg Baseline