Backward vertical integration integration strategies - corporate level strategies Strategic Management - Manu Melwin Joy
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When pursuing a vertical integration strategy, a firm gets involved in new portions of the value chain. This approach can be very attractive when a firm’s suppliers or buyers have too much power over the firm and are becoming increasingly profitable at the firm’s expense.
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An organization capability refers to the way systems and people in the organization work together to get things done. The way leaders foster shared mindsets, orchestrate talent, encourage speed of change, collaborate across boundaries, and learn and hold each other accountable define the company's culture and leadership edge.
The firm’s ability to manage people
to gain competitive advantage.
• focuses on internal processes and systems for meeting customer needs
• creates organization-specific competencies that provide competitive advantage since they are unique
• ensures that employee skills and efforts are directed toward achieving organizational goals and strategies
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
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A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
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The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
A measurement of the quality
of an organization's policies, products, programs, strategies, etc., and their comparison with standard measurements, or similar measurements of its peers.
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This document outlines a retail business plan for Lontessa, a proposed women's fashion boutique. It discusses objectives like sales, profitability, and target market. Key aspects of the plan include selecting the right location, developing a product mix of stylish and fashionable designs, determining pricing, identifying competitors, and ensuring a positive customer experience. The executive summary proposes positioning the brand as offering distinct Maori-inspired female fashion that makes women feel attractive. The retail strategy focuses on location, products, customer service, pricing, and promotion.
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ShopClues is an Indian online marketplace founded in 2011 with headquarters in Gurgaon, India. It offers over 19 million products across 5000+ categories from 6500 regional brands and competes with other marketplaces by focusing on a wide range of merchants and stock-keeping units. The company targets middle-class Indians between 26-35 years old with household incomes of $2,000-$9,000 annually and uses email marketing, blogging, Facebook advertising and SEO to drive sales. While it has raised $130 million, ShopClues is currently losing money due to the impact of demonetization on its mainly cash-based customer base in small Indian cities and towns.
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Shopclues is an Indian e-commerce company founded in 2011 that focuses on tier 2 and 3 cities. It initially struggled with high costs from using air transport but implemented a new logistics strategy using third-party logistics providers. This allowed Shopclues to offer various fulfillment models including managing inventory itself (velocity premium), only shipping/delivery (velocity basics), or allowing direct fulfillment from merchants. The new strategy focused on order processing, inventory management, shipping, tracking, delivery and reverse logistics to improve costs and customer experience.
Organizational capability
An Organization Should Approach All Tasks With The Idea That They Can Be Accomplished In A Superior Fashion
An organization capability refers to the way systems and people in the organization work together to get things done. The way leaders foster shared mindsets, orchestrate talent, encourage speed of change, collaborate across boundaries, and learn and hold each other accountable define the company's culture and leadership edge.
The firm’s ability to manage people
to gain competitive advantage.
• focuses on internal processes and systems for meeting customer needs
• creates organization-specific competencies that provide competitive advantage since they are unique
• ensures that employee skills and efforts are directed toward achieving organizational goals and strategies
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
“ Value Chain Analysis (VCA) is a process where a firm identifies its primary and support activities that add to its final product and then analysis to reduce costs or increase differentiation.”
“ Value Chain represents the internal activities a firm engages in when transforming inputs into outputs.”
Organizational Appraisal is the process of monitoring an organization’s internal environment to identify strengths and weaknesses that may influence the firms ability to achieve GOALS. It include identifying strengths and weaknesses.
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
A measurement of the quality
of an organization's policies, products, programs, strategies, etc., and their comparison with standard measurements, or similar measurements of its peers.
Supply Chain Management
A supply chain is the network of organizations involved in producing and delivering a product, from raw materials to the end customer. It includes upstream suppliers, internal production and packaging, and downstream distribution centers and retailers. Effective supply chain management coordinates activities across this network to optimize material, information and financial flows. Key goals are reducing costs and uncertainties while improving customer service. Modern supply chains leverage information technology to facilitate coordination and information sharing among partners.
Logistical packaging
Packaging serves several logistical and marketing functions. It facilitates distribution by protecting products during transport, storage and sale. Packaging also provides information to customers and complies with legislative demands. An integrated packaging logistics approach considers how packaging specifications impact operations like product lead time and delivery to customers. The main purposes of packaging include physical protection, barrier protection, marketing, containment, portion control, convenience and information transmission at the primary, secondary, tertiary and retail levels. Case studies demonstrate how optimized packaging design can significantly reduce transportation costs and environmental impacts.
strategic implementation.pptx
Strategy implementation involves translating strategies into action through several steps:
1) Institutionalizing strategies through communication and acceptance.
2) Formulating action plans and projects.
3) Allocating resources like money, facilities, materials, and personnel.
4) Establishing annual objectives, clear policies, and proper procedures to motivate employees and monitor progress.
Retail store layout,design and display
The document discusses store layout and design. It describes the objectives of store design as implementing strategy, influencing customer behavior, providing flexibility and controlling costs. The key layout types are grid, racetrack and free form. Space must be efficiently allocated to merchandise categories based on factors like sales productivity. Location of departments and impulse items impacts how customers navigate the store. Planograms are used to optimize product placement within categories.
10 strategic advantage profile
The document discusses strategic advantages and disadvantages that firms possess. It notes that while large firms have financial strength, they tend to be less agile than smaller firms. Additionally, no firm excels in all areas of its operations. Strategists should evaluate where a firm's capabilities exceed its competitors. Strengths in key market factors allow firms to launch new products and gain market share. The document outlines five main functional areas for organizations and lists factors related to marketing/distribution and R&D/engineering that can provide strategic advantages.
CSf presentation 5
The document discusses critical success factors (CSFs), defining them as key activities or elements required to ensure the success of a business or project. It provides background on CSFs, noting they were initially used in data and business analysis. The document outlines several types of CSFs and key sources of CSFs. It provides guidance on writing good CSFs, distinguishing them from key performance indicators. Examples of common CSFs are given for various contexts like projects, business planning, and industries. Overall the document serves as a guide to understanding and applying the concept of critical success factors.
Case study on flipkart
Flipkart is one of India's leading e-commerce companies, founded in 2007 in Bangalore. It focused early on selling books online but has since expanded its product lines. To succeed in India's skeptical online market, Flipkart built trust by offering secure payments, 24/7 customer service, its own delivery network, and generous return policies. It saw much growth and now employs over 4,800 people and works with over 600 suppliers. While facing competition from global giants, Flipkart has established itself as India's top domestic online retailer.
Corporate strategy
This document discusses corporate strategy and the quest for parenting advantage. It analyzes different types of fit between a corporate parent and its businesses using a matrix. A good fit can create value, while a bad fit can destroy value. The document examines where a parent can positively or negatively influence a business based on the business' critical success factors and potential opportunities for the parent to add value. It provides examples of different fit categories like "heartland businesses," "ballast businesses," "alien territory businesses," and "value-trap businesses." The analysis helps assess where changes could improve the fit between a parent and its businesses.
Hamleys
Hamleys is a famous toy retailer with stores in London and other parts of the UK and world. The document discusses the infrastructure and layout of Hamleys stores. Key aspects include the heritage building design with red accents, separate entry and exits, employee dress code in red, ceiling design to look like sky, vertex flooring in a loop layout, yellow spot lighting, air conditioning, toy demonstrations near entrance, a red bus as a central attraction housing toys, colorful segmented brand sections, varied racks and displays at different heights including wall displays and table centers, and a first floor section for books and CDs with a few checkouts near exits.
BCG matrix with example
The document discusses the Boston Consulting Group (BCG) Matrix, which classifies business units into four categories based on their relative market share and market growth rate: Question Marks, Stars, Cash Cows, and Dogs. Question Marks have high growth but low market share, requiring high investment. Stars have high growth and market share but also require heavy investment. Cash Cows have low growth but high market share, generating cash with little investment. Dogs have low growth and market share and are cash traps. The BCG Matrix helps assess a product portfolio, cash demands, resource allocation, and divestment decisions.
Flipkart Operations
The ppt/ presentation is about flipkart operation / value chain. The ppt gives you a glimpse on how one of India's biggest e-commerce company manage their WMS oi.e warehouse management system & if the product is unavailable in the warehousse how flipkart use Just-in - time (JIT) to to get the order done & fulfill customer requirement.
Store layout
This document discusses store layout, design, and visual merchandising. It outlines key objectives of store design like implementing strategy and increasing sales. Store design elements include layout, signage, and feature areas. Common layouts are grid, racetrack, and free-form. Signage identifies products and promotions. Feature areas attract customers. Space is allocated to maximize sales. Planograms and simulations determine optimal product placement. Visual merchandising uses fixtures and presentation techniques. Atmosphere elements like lighting and music should match customer shopping goals. Web site design prioritizes simplicity, navigation, and visibility to mirror positive in-store experiences.
Unorganised vs organised Retailing
Organized retailing operates on a large scale, nationwide or worldwide, with a highly organized system and professional management, while unorganized retailing operates on a smaller, local or regional scale with a less organized system. Organized retailing prevails in developed nations and has chain stores, a wide range of products, pleasant ambiences, adequate parking, and pricing that does not depend on relationships, whereas unorganized retailing prevails in developing nations and has standalone shops, a narrower product range, lacking ambiences, inadequate parking, and sometimes relationship-based pricing. Examples of organized retailing include Wal-Mart, McDonald's and Sears, while examples of unorganized retailing include counter stores and kiosks.
Retail Management by Neeraj Bhandari (Surkhet, Nepal)
This document discusses retail management in India. It defines retailing as activities involved in selling goods to final consumers. Retail management involves processes that help customers procure merchandise from stores. Major players in Indian retail include Pantaloon Retail, Shoppers Stop, Brandhouse, and Trent. Pantaloon Retail operates stores across 51 cities while Shoppers Stop has 51 department stores. Future prospects for retail in India are strong due to economic growth, infrastructure development, and changing consumer demographics.
Retail management
Retail management involves overseeing the business activities involved in selling goods and services to consumers. Key issues retailers must address include serving customers profitably while standing out competitively. Retailers act as an intermediary between manufacturers, wholesalers, and consumers by sorting products and facilitating transactions. Developing a retail strategy that focuses on customers, coordinates efforts, is value-driven and goal-oriented is important for success. Retail institutions can be classified as either store-based using a mix of strategies or nonstore-based using nontraditional approaches like direct marketing.
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Retail Management by Neeraj Bhandari (Surkhet, Nepal)
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This document discusses integration and intensive strategies that companies undertake to expand their market reach, product lines, and competitive position. Intensive strategies require significant effort and allow companies to enter new markets, develop new products, and improve capabilities. They enhance efficiency and effectiveness of existing and new products by adding value and increasing sales and revenues. Examples of intensive strategies include increased advertising, hiring more salespeople, and extensive publicity efforts. Integration strategies allow companies to gain control over distributors, suppliers, and competitors to increase market share and diversify while reducing costs. Types of integration strategies include vertical, forward, backward, and horizontal integration between companies.
Corporate level strategic alternatives
Corporate level strategies involve determining a company's overall direction and scope. This includes stability strategies like maintaining the status quo, expansion strategies like diversification and internationalization to grow, and retrenchment strategies like downsizing or divestment. Expansion strategies allow companies to broaden their business and improve performance through activities such as concentrating on existing markets, integrating related business functions, diversifying into new products or markets, cooperating with other companies, and expanding internationally.
Divestment strategy retrenchment strategies - corporate level strategies - ...
A divestment strategy involves the sale or liquidation of a portion of business, or a major division.
4 E of corporate strategy
The document discusses various corporate strategies including the 4 E's (extend, expand, exit, enhance). It defines key strategic concepts like vertical integration, horizontal integration, diversification, growth strategies, stability strategies, and retrenchment strategies. Some specific strategic options covered are mergers, acquisitions, strategic alliances, turnarounds, contractions, and divestments. The document also discusses factors like strategic fit, directional strategy, and the hierarchy of strategy from functional to corporate levels.
Focused differentiation strategy - strategic management - Manu Melwin Joy
A focused differentiation strategy requires offering unique features that fulfill the demands of a narrow market.
Some firms using a focused differentiation strategy concentrate their efforts on a particular sales channel, such as selling over the Internet only.
TYPES OF STRATEGIES.pptx
This document outlines different types of strategies that organizations can pursue, including long-term objectives, integration strategies, intensive strategies, diversification strategies, defensive strategies, and Michael Porter's five generic strategies. It provides guidelines for when each type of strategy may be an effective option, such as pursuing market penetration when current markets are not saturated. Integration strategies like forward and backward integration aim to gain control over distributors/suppliers or competitors. Diversification can be related or unrelated, and defensive strategies include retrenchment, divestiture, or liquidation in difficult situations.
Corporate level strategic alternatives
This document discusses various corporate level strategies including stability strategies, expansion strategies, retrenchment strategies, and combination strategies. It provides details on different types of strategies under each category such as no change strategies, profit strategies, and pause/proceed with caution strategies for stability. For expansion it discusses concentration strategies, integration strategies, diversification strategies, cooperation strategies, and internationalization strategies. Retrenchment strategies include turnaround strategies and divestment strategies. Combination strategies can be simultaneous, sequential, or a mix of both.
corporatelevelstrategies-130720062838-phpapp01 (1).pptx
This document discusses various strategies for corporate level organization and diversification. It defines corporate strategy as determining what businesses a company should be in, and business strategy as how to compete in each business. Types of corporate level strategies addressed include directional strategy, portfolio strategy, and parenting strategy. The document also discusses vertical and horizontal integration, related and unrelated diversification, and growth, stability, and retrenchment strategies.
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
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.
Corporatelevelstrategies 130720062838-phpapp01
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.
Liquidation strategy retrenchment strategies - corporate level strategies -...
A retrenchment strategy which is considered the most extreme and unattractive is the liquidation strategy, which involves closing down a firm and selling its assets. It is considered as the last resort because it leads to serious consequences such as loss of employment for workers and other employees, termination of opportunities where a firm could pursue any future activities and the stigma of failure.
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Backward vertical integration integration strategies - corporate level strategies Strategic Management - Manu Melwin Joy
- 1. Backward Vertical Integration - Integration strategies Corporate Level Strategies
- 2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – manu_melwinjoy@yahoo.com
- 4. Integration strategies • It is done where the company attempts to widen the scope of its business definition in such a manner that it results in serving the same set of customers. The alternative technology of the business undergoes a change.
- 5. Integration strategies • It is combing activities related to the present activity of a firm. Such a combination may be done through value chain. A value chain is a set of interrelated activity performed by an organization right from the procurement of basic raw materials down to the marketing of finished products to the ultimate customers.
- 6. Vertical Integration • When pursuing a vertical integration strategy, a firm gets involved in new portions of the value chain. This approach can be very attractive when a firm’s suppliers or buyers have too much power over the firm and are becoming increasingly profitable at the firm’s expense.
- 7. Examples of Vertical Integration • Oil companies like ConocoPhillips can be involved in all stages of the value chain, including crude oil exploration, drilling for oil, shipping oil to refineries, refining crude oil into products such as gasoline, distributing fuel to gas stations, and operating gas stations.
- 8. Backward Vertical Integration • When pursuing a vertical integration strategy, a firm gets involved in new portions of the value chain. This approach can be very attractive when a firm’s suppliers or buyers have too much power over the firm and are becoming increasingly profitable at the firm’s expense.
- 9. Examples of Backward Integration • Ford Motor Company created subsidiaries that provided key inputs to vehicles such as rubber, glass, and metal. This approach ensured that Ford would not be hurt by suppliers holding out for higher prices or providing materials of inferior quality.