The document provides an overview of several frameworks and models used for strategic analysis, including SWOT analysis, Porter's 5 forces, and the strategy diamond. It discusses the strengths and weaknesses of each framework. In particular, it explains that while SWOT analysis identifies strengths, weaknesses, opportunities, and threats, it does not provide guidance on what actions to take. The document also discusses different measures of industry concentration, including concentration ratios and the Herfindahl-Hirschman Index (HHI). The HHI gives more weight to larger firms and provides a more accurate picture of competition than concentration ratios alone. Thresholds for the HHI indicate whether an industry is highly competitive or concentrated.
The document discusses business strategy, including defining strategy, strategic management, strategic analysis, and strategic choice. It covers analyzing industry competitors using Porter's Five Forces model and a company's internal environment using value chain analysis. Key factors that influence strategic choices are also examined, such as the business environment, stakeholders, and pursuing global strategies. Effective strategy implementation and evaluation are emphasized.
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.
A summary lecture on Strategic Management. Given at Copenhagen Business School's MBA program spring 2010, while in the program.
The presentation gives an overview of the field of strategy. Extra attention is given to strategic innovation as a core discipline.
The presentation is rounded out by a Goldman Sachs strategy case.
Please contact Christian@engage-innovate.com for further information.
SMEs need strategy just as much as large organizations. Strategy provides direction and helps businesses compete and grow. While strategic planning can help plot a company's direction, the plan must have flexibility to adapt to changing market conditions. An effective strategy addresses questions about the business, its customers, and how it will excel. It also requires understanding internal strengths and weaknesses as well as external opportunities and threats through analysis.
This document provides an overview of strategy analysis and choice, including generating alternative strategies, selecting strategies to pursue, and frameworks for comprehensive strategy formulation. It discusses various tools that can be used in a three stage process - the input stage uses EFE, IFE and CPM matrices, the matching stage uses SWOT, SPACE, BCG and IE matrices to generate strategies, and the decision stage uses QSPM to evaluate strategies. It also provides details on the SPACE, BCG and IE matrices and how they can be used to analyze strategic position, portfolio of business units, and generate appropriate strategies.
This lecture discusses strategic management and analyzing external factors. It covers the nature and purpose of external assessments, 10 external forces that must be examined, Porter's Five Forces model, forecasting tools and techniques, and how to develop an external factor evaluation (EFE) matrix. Key topics include analyzing economic, social, political, technological and competitive forces; identifying opportunities and threats; and assessing the bargaining power of suppliers, consumers and potential new entrants. The lecture emphasizes the importance of anticipating emerging external threats and opportunities in formulating business strategy.
This document discusses strategic analysis and choice frameworks. It introduces concepts to help strategists generate alternatives, evaluate them, and choose a course of action. It describes the nature of strategy analysis and choice, including establishing objectives, generating alternatives, and selecting strategies. Analytical frameworks covered include the internal-external factor matrices, SWOT analysis, BCG matrix, and matching key internal and external factors to formulate alternative strategies. Limitations of the SWOT matrix are also noted. The overall purpose is to provide strategists with tools and concepts to aid in strategic decision making.
The document provides an overview of several frameworks and models used for strategic analysis, including SWOT analysis, Porter's 5 forces, and the strategy diamond. It discusses the strengths and weaknesses of each framework. In particular, it explains that while SWOT analysis identifies strengths, weaknesses, opportunities, and threats, it does not provide guidance on what actions to take. The document also discusses different measures of industry concentration, including concentration ratios and the Herfindahl-Hirschman Index (HHI). The HHI gives more weight to larger firms and provides a more accurate picture of competition than concentration ratios alone. Thresholds for the HHI indicate whether an industry is highly competitive or concentrated.
The document discusses business strategy, including defining strategy, strategic management, strategic analysis, and strategic choice. It covers analyzing industry competitors using Porter's Five Forces model and a company's internal environment using value chain analysis. Key factors that influence strategic choices are also examined, such as the business environment, stakeholders, and pursuing global strategies. Effective strategy implementation and evaluation are emphasized.
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.
A summary lecture on Strategic Management. Given at Copenhagen Business School's MBA program spring 2010, while in the program.
The presentation gives an overview of the field of strategy. Extra attention is given to strategic innovation as a core discipline.
The presentation is rounded out by a Goldman Sachs strategy case.
Please contact Christian@engage-innovate.com for further information.
SMEs need strategy just as much as large organizations. Strategy provides direction and helps businesses compete and grow. While strategic planning can help plot a company's direction, the plan must have flexibility to adapt to changing market conditions. An effective strategy addresses questions about the business, its customers, and how it will excel. It also requires understanding internal strengths and weaknesses as well as external opportunities and threats through analysis.
This document provides an overview of strategy analysis and choice, including generating alternative strategies, selecting strategies to pursue, and frameworks for comprehensive strategy formulation. It discusses various tools that can be used in a three stage process - the input stage uses EFE, IFE and CPM matrices, the matching stage uses SWOT, SPACE, BCG and IE matrices to generate strategies, and the decision stage uses QSPM to evaluate strategies. It also provides details on the SPACE, BCG and IE matrices and how they can be used to analyze strategic position, portfolio of business units, and generate appropriate strategies.
This lecture discusses strategic management and analyzing external factors. It covers the nature and purpose of external assessments, 10 external forces that must be examined, Porter's Five Forces model, forecasting tools and techniques, and how to develop an external factor evaluation (EFE) matrix. Key topics include analyzing economic, social, political, technological and competitive forces; identifying opportunities and threats; and assessing the bargaining power of suppliers, consumers and potential new entrants. The lecture emphasizes the importance of anticipating emerging external threats and opportunities in formulating business strategy.
This document discusses strategic analysis and choice frameworks. It introduces concepts to help strategists generate alternatives, evaluate them, and choose a course of action. It describes the nature of strategy analysis and choice, including establishing objectives, generating alternatives, and selecting strategies. Analytical frameworks covered include the internal-external factor matrices, SWOT analysis, BCG matrix, and matching key internal and external factors to formulate alternative strategies. Limitations of the SWOT matrix are also noted. The overall purpose is to provide strategists with tools and concepts to aid in strategic decision making.
The document discusses company analysis and stock valuation. It provides guidance on analyzing a company's competitive strategies, growth potential, management quality, and financials to estimate intrinsic value. Key steps include conducting a SWOT analysis, comparing intrinsic value to market price, and monitoring assumptions to determine when to sell. The overall aim is to identify undervalued stocks by focusing on long-term prospects and downside protection.
The document discusses the Strategic Position and Action Evaluation (SPACE) matrix, which is a tool used to evaluate strategic plans and determine a company's strategic posture in the market. It involves assessing factors related to an organization's competitive advantage, industry strength, environmental stability, and financial strength to plot the company's position on the SPACE matrix. The position will indicate which of four strategic postures - defensive, conservative, competitive, or aggressive - the company should pursue.
This document outlines how to analyze a company for investment purposes. It discusses gathering basic information like market capitalization, stock price history, and earnings estimates from sources like Yahoo Finance. It also recommends analyzing the company's business overview including its industry, products, customers, and geographic presence. Finally, it suggests performing a fundamental analysis of the company's financial statements and metrics to evaluate performance trends, revenues, profits, expenses, and recent quarterly results from regulatory filings and news releases.
This document discusses the application of the SPACE (Strategic Position and Action Evaluation) matrix to analyze the strategic position of Mahde Beton Concrete Construction Company. The SPACE matrix assesses four factors: 1) industry attractiveness, 2) environmental stability, 3) competitive advantage, and 4) financial strength. It can help identify whether an aggressive, conservative, defensive, or competitive strategy is most appropriate. The document provides details on how to evaluate each SPACE matrix factor, including examples of financial strength measures. Based on the combination of ratings across factors, the SPACE matrix guides the selection of an optimal strategic agenda.
This document outlines the strategy formulation framework presented in Chapter 6 of the textbook. It discusses the 3 main stages of the framework: 1) The Input Stage which involves gathering internal/external data, 2) The Matching Stage which matches internal strengths/weaknesses to external opportunities/threats using tools like SWOT and SPACE matrices, and 3) The Decision Stage which uses tools like QSPM to evaluate alternative strategies. It also covers how organizational culture and politics can influence strategy choice.
This document discusses building an "advantaged portfolio" at the corporate level. It defines an advantaged portfolio as having three key characteristics: being strategically sound, value-creating, and resilient.
To be strategically sound, a portfolio must be competitively positioned in attractive industries and markets where the company can win, support a balanced portfolio of innovation initiatives, and create synergies across businesses.
To be value-creating, a portfolio must maximize intrinsic value as measured by discounted cash flows, address capital market valuation to ensure market value aligns with intrinsic value over time, and maximize the portfolio's value to potential other owners.
Finally, a resilient portfolio can withstand various scenarios in its industry and builds flexibility through
The document summarizes the application of Fred David's strategy formulation framework to analyze the domestic air transportation operations of Turkish Airlines. It first provides an overview of David's three-stage framework for strategy formulation, including techniques used at each stage like SWOT analysis, BCG matrix, and SPACE matrix. It then applies this framework to Turkish Airlines, analyzing internal/external factors, generating alternative strategies, and identifying the most appropriate strategy. Lastly, it notes some limitations of David's framework observed through this case study analysis.
What does a Portfolio Business Analyst look like?Louise Worsley
The document describes a survey conducted on the role of a portfolio business analyst. It provides background on why the survey was conducted and the sources used to design the survey. It then summarizes the results which identify valuable previous experience, qualifications, key responsibility areas, and competencies for the role. The top three key responsibility areas identified were business analysis/planning and elicitation, benefits modelling, and benefits tracking and communication. The top competency areas identified were business/analytical skills, interpersonal skills, and personal attributes.
Strategic choice - Ansoff's matrix and Force-field analysisMartino Ayala
Strategic choice is an important element of strategic decision making that involves choosing options that are challenging enough to gain competitive advantage but also achievable given available resources. The success of a business depends largely on the strategic choices made. Ansoff's growth matrix and force-field analysis are tools that can help evaluate strategic choices. Ansoff's matrix analyzes product and market growth strategies like market penetration, market development, product development, and diversification. Force-field analysis identifies driving and restraining forces for a proposed change to determine its viability. While useful, these tools have limitations such as subjectivity in evaluating forces.
Ratio analysis involves evaluating a company's performance and financial health by comparing financial data over time and against industry benchmarks. There are several types of ratios that provide different insights. Liquidity ratios like the current ratio measure a company's ability to pay short-term debts, with a higher ratio indicating better coverage of current liabilities. Profitability ratios like return on assets indicate how efficiently a company generates profits relative to its assets, with a higher ratio generally being preferable. Ratio analysis is a key tool for fundamental analysis of a company's financial strength and operating efficiency.
The document discusses performance management systems and international human resource challenges during mergers and acquisitions. It provides examples of major M&A deals and discusses challenges such as identifying and communicating reasons for change, assessing corporate cultures, deciding on organizational structures, and integrating HR policies. The document also discusses strategies for effective HR integration like due diligence, talent retention, change management, and leadership development. Failure cases like the attempted Volvo-Renault merger are examined, highlighting the importance of addressing cultural issues.
This document outlines a comprehensive framework for strategic formulation that includes three main stages: input, matching, and decision. The input stage involves analyzing internal/external factors and competitors. The matching stage uses tools like SWOT, SPACE, and BCG matrices to identify strategies. The decision stage selects strategies using tools like the IE matrix and Grand Strategy matrix to identify appropriate actions based on internal/external profiles and competitive positioning.
The document discusses various frameworks and models for strategic analysis and choice, including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, and grand strategy matrix. It explains that strategic analysis involves generating alternative strategies by considering internal strengths and weaknesses and external opportunities and threats. The models help match internal resources with external factors to develop alternative strategies and ultimately select the best strategies to pursue the organization's objectives and mission.
The document discusses reasons for business and industrial failure. It lists 10 common causes: failure to understand the market and customers, opening a business in an unprofitable industry, failure to clearly define and communicate the business's value proposition, inadequate financing, reactive rather than proactive attitudes, overdependence on a single customer, poor cost management, personal problems of the owner, poor quality products or services, and failure to adapt to changing market conditions. Understanding these common pitfalls can help businesses avoid failure and survive over the long run.
This document outlines the process of strategic choice for a firm. It involves 4 steps: 1) Focusing on strategic alternatives by using gap analysis to identify feasible strategies for stability, expansion, or retrenchment. 2) Analyzing alternatives using objective market data and subjective management perceptions. 3) Evaluating alternatives by setting objectives and comparing each alternative. 4) Choosing the best strategy and developing contingency strategies to deal with uncertainties. The strategic choice process helps a firm select a strategy that aligns with its objectives.
The document discusses various tools and frameworks for developing strategies, including generating alternative strategies, evaluating them, and selecting strategies. It describes tools like the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, and QSPM. The SWOT matches internal strengths and weaknesses with external opportunities and threats to develop four types of strategies. The QSPM objectively evaluates alternative strategies based on weights assigned to external and internal factors. It also discusses the culture and politics involved in strategic choice.
Venture capital valuation of small life science companies by Salim Gabro & Ro...Salim Gabro
Life science companies are research-intense companies with a high level of unpredictability of the product development. This is due to high dependency on the success of clinical studies, regulatory affairs, and immaterial property, which makes the industry special in comparison with most other industries. Valuation becomes challenging looking at companies that are not publicly listed. What is the value of a company with no established market price and a high level of future uncertainty?
This study focused on the valuation of small life science companies applicable for characteristics typical in venture capital, exemplified by a case study company with negative earnings.
Within this scope, a literature study was performed and the best suitable valuation methods were chosen.
Internal assignment no 1(MBA208) ANIL KUMARANIL KUMAR
The document discusses strategic management and the strategic management process. It outlines 5 key stages in the strategic management process: goal setting, analysis, strategy formation, strategy implementation, and strategy monitoring. It also discusses findings from research that show many organizations fail at executing strategies successfully. Additionally, the document provides details on different types of mergers, including horizontal, vertical, conglomerate, concentric, forward, reverse, and subsidiary mergers, and provides examples of each type.
The document outlines the five essential elements of strategy: objective, necessary condition, success metric, target value, and means. It defines each element and provides examples to illustrate how they fit together to form a strategic plan. Specifically, it shows how setting an objective requires determining necessary conditions, then devising success metrics with target values, and identifying means to move the metrics toward the targets to achieve the objective. The overall process involves iteratively applying the five elements to break down strategies into understandable, actionable components.
This document provides an analysis of Starbucks' strategic planning, including their past decisions, current situation, and future options. It analyzes Starbucks' past using Porter's five forces model and their original generic strategy. It then discusses Starbucks' current success factors through SWOT, PEST, and Porter's five forces analyses. Finally, it provides recommendations for Starbucks' future, including organizing reward programs, becoming more environmentally friendly, offering CD burning and free WiFi, renting meeting space, strengthening customer connections, and continually improving their coffee.
The document discusses company analysis and stock valuation. It provides guidance on analyzing a company's competitive strategies, growth potential, management quality, and financials to estimate intrinsic value. Key steps include conducting a SWOT analysis, comparing intrinsic value to market price, and monitoring assumptions to determine when to sell. The overall aim is to identify undervalued stocks by focusing on long-term prospects and downside protection.
The document discusses the Strategic Position and Action Evaluation (SPACE) matrix, which is a tool used to evaluate strategic plans and determine a company's strategic posture in the market. It involves assessing factors related to an organization's competitive advantage, industry strength, environmental stability, and financial strength to plot the company's position on the SPACE matrix. The position will indicate which of four strategic postures - defensive, conservative, competitive, or aggressive - the company should pursue.
This document outlines how to analyze a company for investment purposes. It discusses gathering basic information like market capitalization, stock price history, and earnings estimates from sources like Yahoo Finance. It also recommends analyzing the company's business overview including its industry, products, customers, and geographic presence. Finally, it suggests performing a fundamental analysis of the company's financial statements and metrics to evaluate performance trends, revenues, profits, expenses, and recent quarterly results from regulatory filings and news releases.
This document discusses the application of the SPACE (Strategic Position and Action Evaluation) matrix to analyze the strategic position of Mahde Beton Concrete Construction Company. The SPACE matrix assesses four factors: 1) industry attractiveness, 2) environmental stability, 3) competitive advantage, and 4) financial strength. It can help identify whether an aggressive, conservative, defensive, or competitive strategy is most appropriate. The document provides details on how to evaluate each SPACE matrix factor, including examples of financial strength measures. Based on the combination of ratings across factors, the SPACE matrix guides the selection of an optimal strategic agenda.
This document outlines the strategy formulation framework presented in Chapter 6 of the textbook. It discusses the 3 main stages of the framework: 1) The Input Stage which involves gathering internal/external data, 2) The Matching Stage which matches internal strengths/weaknesses to external opportunities/threats using tools like SWOT and SPACE matrices, and 3) The Decision Stage which uses tools like QSPM to evaluate alternative strategies. It also covers how organizational culture and politics can influence strategy choice.
This document discusses building an "advantaged portfolio" at the corporate level. It defines an advantaged portfolio as having three key characteristics: being strategically sound, value-creating, and resilient.
To be strategically sound, a portfolio must be competitively positioned in attractive industries and markets where the company can win, support a balanced portfolio of innovation initiatives, and create synergies across businesses.
To be value-creating, a portfolio must maximize intrinsic value as measured by discounted cash flows, address capital market valuation to ensure market value aligns with intrinsic value over time, and maximize the portfolio's value to potential other owners.
Finally, a resilient portfolio can withstand various scenarios in its industry and builds flexibility through
The document summarizes the application of Fred David's strategy formulation framework to analyze the domestic air transportation operations of Turkish Airlines. It first provides an overview of David's three-stage framework for strategy formulation, including techniques used at each stage like SWOT analysis, BCG matrix, and SPACE matrix. It then applies this framework to Turkish Airlines, analyzing internal/external factors, generating alternative strategies, and identifying the most appropriate strategy. Lastly, it notes some limitations of David's framework observed through this case study analysis.
What does a Portfolio Business Analyst look like?Louise Worsley
The document describes a survey conducted on the role of a portfolio business analyst. It provides background on why the survey was conducted and the sources used to design the survey. It then summarizes the results which identify valuable previous experience, qualifications, key responsibility areas, and competencies for the role. The top three key responsibility areas identified were business analysis/planning and elicitation, benefits modelling, and benefits tracking and communication. The top competency areas identified were business/analytical skills, interpersonal skills, and personal attributes.
Strategic choice - Ansoff's matrix and Force-field analysisMartino Ayala
Strategic choice is an important element of strategic decision making that involves choosing options that are challenging enough to gain competitive advantage but also achievable given available resources. The success of a business depends largely on the strategic choices made. Ansoff's growth matrix and force-field analysis are tools that can help evaluate strategic choices. Ansoff's matrix analyzes product and market growth strategies like market penetration, market development, product development, and diversification. Force-field analysis identifies driving and restraining forces for a proposed change to determine its viability. While useful, these tools have limitations such as subjectivity in evaluating forces.
Ratio analysis involves evaluating a company's performance and financial health by comparing financial data over time and against industry benchmarks. There are several types of ratios that provide different insights. Liquidity ratios like the current ratio measure a company's ability to pay short-term debts, with a higher ratio indicating better coverage of current liabilities. Profitability ratios like return on assets indicate how efficiently a company generates profits relative to its assets, with a higher ratio generally being preferable. Ratio analysis is a key tool for fundamental analysis of a company's financial strength and operating efficiency.
The document discusses performance management systems and international human resource challenges during mergers and acquisitions. It provides examples of major M&A deals and discusses challenges such as identifying and communicating reasons for change, assessing corporate cultures, deciding on organizational structures, and integrating HR policies. The document also discusses strategies for effective HR integration like due diligence, talent retention, change management, and leadership development. Failure cases like the attempted Volvo-Renault merger are examined, highlighting the importance of addressing cultural issues.
This document outlines a comprehensive framework for strategic formulation that includes three main stages: input, matching, and decision. The input stage involves analyzing internal/external factors and competitors. The matching stage uses tools like SWOT, SPACE, and BCG matrices to identify strategies. The decision stage selects strategies using tools like the IE matrix and Grand Strategy matrix to identify appropriate actions based on internal/external profiles and competitive positioning.
The document discusses various frameworks and models for strategic analysis and choice, including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, and grand strategy matrix. It explains that strategic analysis involves generating alternative strategies by considering internal strengths and weaknesses and external opportunities and threats. The models help match internal resources with external factors to develop alternative strategies and ultimately select the best strategies to pursue the organization's objectives and mission.
The document discusses reasons for business and industrial failure. It lists 10 common causes: failure to understand the market and customers, opening a business in an unprofitable industry, failure to clearly define and communicate the business's value proposition, inadequate financing, reactive rather than proactive attitudes, overdependence on a single customer, poor cost management, personal problems of the owner, poor quality products or services, and failure to adapt to changing market conditions. Understanding these common pitfalls can help businesses avoid failure and survive over the long run.
This document outlines the process of strategic choice for a firm. It involves 4 steps: 1) Focusing on strategic alternatives by using gap analysis to identify feasible strategies for stability, expansion, or retrenchment. 2) Analyzing alternatives using objective market data and subjective management perceptions. 3) Evaluating alternatives by setting objectives and comparing each alternative. 4) Choosing the best strategy and developing contingency strategies to deal with uncertainties. The strategic choice process helps a firm select a strategy that aligns with its objectives.
The document discusses various tools and frameworks for developing strategies, including generating alternative strategies, evaluating them, and selecting strategies. It describes tools like the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, and QSPM. The SWOT matches internal strengths and weaknesses with external opportunities and threats to develop four types of strategies. The QSPM objectively evaluates alternative strategies based on weights assigned to external and internal factors. It also discusses the culture and politics involved in strategic choice.
Venture capital valuation of small life science companies by Salim Gabro & Ro...Salim Gabro
Life science companies are research-intense companies with a high level of unpredictability of the product development. This is due to high dependency on the success of clinical studies, regulatory affairs, and immaterial property, which makes the industry special in comparison with most other industries. Valuation becomes challenging looking at companies that are not publicly listed. What is the value of a company with no established market price and a high level of future uncertainty?
This study focused on the valuation of small life science companies applicable for characteristics typical in venture capital, exemplified by a case study company with negative earnings.
Within this scope, a literature study was performed and the best suitable valuation methods were chosen.
Internal assignment no 1(MBA208) ANIL KUMARANIL KUMAR
The document discusses strategic management and the strategic management process. It outlines 5 key stages in the strategic management process: goal setting, analysis, strategy formation, strategy implementation, and strategy monitoring. It also discusses findings from research that show many organizations fail at executing strategies successfully. Additionally, the document provides details on different types of mergers, including horizontal, vertical, conglomerate, concentric, forward, reverse, and subsidiary mergers, and provides examples of each type.
The document outlines the five essential elements of strategy: objective, necessary condition, success metric, target value, and means. It defines each element and provides examples to illustrate how they fit together to form a strategic plan. Specifically, it shows how setting an objective requires determining necessary conditions, then devising success metrics with target values, and identifying means to move the metrics toward the targets to achieve the objective. The overall process involves iteratively applying the five elements to break down strategies into understandable, actionable components.
This document provides an analysis of Starbucks' strategic planning, including their past decisions, current situation, and future options. It analyzes Starbucks' past using Porter's five forces model and their original generic strategy. It then discusses Starbucks' current success factors through SWOT, PEST, and Porter's five forces analyses. Finally, it provides recommendations for Starbucks' future, including organizing reward programs, becoming more environmentally friendly, offering CD burning and free WiFi, renting meeting space, strengthening customer connections, and continually improving their coffee.
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
Apple experienced early success but then struggled in the 1980s and 1990s with leadership changes and financial losses. Steve Jobs rejoined in 1997 and led a turnaround with innovative products like the iPod, iPhone, and iPad. Apple now has a strong brand and loyal customer base but also faces intense competition from other technology companies. Its strengths include innovative products and retail stores, while weaknesses include reliance on Steve Jobs and higher prices.
The document introduces the Adaptive Strategy Framework, which helps organizations solve complex problems (or "holistic messes") through an agile, iterative approach. It emphasizes networked leadership and teams working together to continuously refine goals and strategies based on learning. The framework guides strategic changes aimed at creating value for customers through the capabilities of an organization.
What is Strategy? An Introduction to Strategic Positioning and FitTim R. Holcomb, Ph.D.
"What is Strategy?" provides an overview of strategy, introducing important concepts such as strategic positioning, strategic fit, and competitive advantage.
This document provides an analysis of the IT services and products industry in India. It includes a PESTEL analysis identifying key political, economic, social, technological, legal and environmental factors impacting the industry. Porter's five forces and value chain analyses are conducted. The strategies and SWOT analyses of industry leaders TCS and Infosys are also examined, along with how their strategies may need to change given future industry trends. The future of the Indian IT services industry is seen as very promising with continued growth expected.
Jack Welch transformed GE during his 20-year tenure through three waves of restructuring:
1) Introduced the three circle vision and decentralized GE into business units.
2) Focused on work-out processes, best practices, going global, and developing leaders. Productivity and international sales grew significantly.
3) Emphasized boundaryless behavior, service businesses, and six sigma quality. Revenues increased 376.7% and earnings 670.88% under Welch's leadership through acquisitions, divestitures, and setting ambitious stretch targets.
This document outlines the results of a two-day offsite strategic planning process for the Training and Development Solutions unit of the Chabot-Las Positas Community College District. It includes their vision, mission, guiding principles, identity, key customers, critical success factors, and a one page strategic framework. The framework identifies goals around expanding their client base, growing specific market sectors, partnering across the district, and implementing the plan.
The document discusses Apple's strategic goals and challenges moving forward. It analyzes Apple's current situation, including its product lines, financial performance, and competitive strengths. It also considers potential strategies for Apple to continue increasing shareholder value by developing new products and markets. The document recommends Apple focus on innovation through its product development.
The document provides an overview of HTC's history and strategy for growth. It traces HTC's evolution from producing the world's first PDA and smartphone to becoming a top smartphone manufacturer. HTC's mission is to become the #3 player in the global smartphone market by 2016. To achieve this, HTC will leverage its strengths in hardware innovation, focus on emerging markets in Asia, and pursue strategic partnerships. The document outlines HTC's SWOT analysis and competitive positioning. It presents revenue projections and financial analyses under conservative, moderate, and optimistic scenarios to evaluate HTC's strategy for achieving its growth objectives.
The document analyzes the motorcycle industry and Ducati's position within it, discussing key segments, customers, technology, manufacturing, distribution channels, and competitors like Harley Davidson. It describes Ducati's turnaround under new leadership, focusing on improving products, engineering, and branding to grow market share beyond ultra-high performance bikes. Finally, it considers whether Ducati should expand into new segments like cruisers or maintain focus on its core high-performance brand and customers.
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
Developing vision, mission, shared values, motto, objectives, critical success factors, Key Performance Indicators, as well as using veritable tools for scanning the environment in order to craft effective strategy while evolving workable strategic road map
This document discusses the differences between operational effectiveness and strategy. Operational effectiveness means performing similar activities better than rivals, like reducing product defects. Strategy means performing different activities or activities differently to establish a unique position. It also discusses how strategic positioning comes from variety, need, or access-based differences. Finally, it emphasizes that strategy requires trade-offs to make unique choices and be sustainable, and that fit among a company's activities is important for competitive advantage.
The document discusses the benefits of exercise for mental health. It states that regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness.
This document discusses strategic planning and strategic thinking frameworks. It describes strategy as guiding long-term goals and objectives, and how strategic planning involves assessing the environment and deciding on a mission. Two frameworks are explained: the BCG matrix categorizes products based on market share and growth, and Porter's five forces model analyzes competitive forces in an industry. The strategic planning process involves assessing the environment, establishing a mission and goals, and developing strategies to achieve objectives.
This document discusses strategic thinking, including its definition as a mental process that synthesizes psychological and material data to assess and create the future. It outlines the objectives, elements, benefits, phases and components of strategic thinking. Specifically, it explains that strategic thinking has three phases - understanding the current situation, envisioning the desired future situation, and determining how to get there. It also discusses why strategic thinking is important for business success by enabling effective resource use, preparing for a changing environment, matching competitors' strengths, supporting growth, and improving decision making. The document distinguishes strategic thinking from strategic planning.
Scott droney - strategic planning and strategic managementScott Droney
Scott Droney is provide financial services spectrum as well as data processing and managing segments. Since most of its financial services were retail focused, the need to build scale and skill in the transaction processing domain became imperative.
The document discusses various strategic analysis tools and techniques used to analyze a company's internal strengths and weaknesses as well as external opportunities and threats. It describes Porter's Five Forces framework for industry analysis, which examines the competitive forces that shape an industry and the attractiveness of the industry. It also discusses the SWOT analysis technique for assessing internal strengths and weaknesses and external opportunities and threats. Environmental scanning techniques like ETOP and QUEST are covered, which help identify external factors that may impact a company. The importance of strategic analysis for formulating business strategy is emphasized.
This chapter discusses strategic management and competitive advantage. It covers the following key points in 3 sentences:
The strategic planning process involves selecting a mission and goals, analyzing external opportunities and threats, analyzing internal strengths and weaknesses, selecting strategies to leverage strengths and address weaknesses, and implementing strategies. Good strategic leaders articulate a clear vision and business model, commit to strategic decisions, delegate responsibilities, and make decisions by considering cognitive biases and multiple scenarios. The chapter also discusses competitive advantage, levels of managers, common pitfalls in planning, and characteristics of effective strategic leadership.
The chapter discusses strategic management and leadership. It defines key concepts like competitive advantage and outlines the strategic planning process. This involves selecting a mission, analyzing external/internal environments, identifying strengths/weaknesses/opportunities/threats via SWOT analysis, and selecting strategies. It also discusses levels of managers, common pitfalls in planning, and techniques for overcoming cognitive biases in decision making. Characteristics of good strategic leaders are vision, commitment, being well-informed, delegation, use of power, and emotional intelligence.
This document provides an overview of strategic management concepts including definitions, models, and frameworks. It defines strategic management as identifying and executing a company's strategic plan by matching capabilities with environmental demands. Several strategic management models and frameworks are described in detail, including Porter's 5 Forces model, the GE planning grid, McKinsey's 7S framework, and Boston Consulting Group's growth-share matrix. The levels of strategy and process of strategic management are also outlined.
Class #2 Strategic Design of HRD ProgramsBACKGROUND.docxmccormicknadine86
Class #2: Strategic Design of HRD Programs
BACKGROUND ISSUES
Strategic Business Planning;
Strategic Human Resource Development; Traditional Focus of HRD
Lesson ObjectivesBackground issues, the HRD practitionersWhat is Strategic Human Resource Development (SHRD) & its focus?Model for Strategic Business Plan (SBP)Eight steps of Strategic Business PlanningFive key assumptions of SBPFour key assumptions of SHRD
Background IssuesHRD practitioners defined as “Strategists”Develop long range plans for training and development. (Models of Excellence, 1983, p.91)Chief responsibility is to manage the HRD dept. strategicallyDept. planning is important BUT organizational planning for leaning is more important HRD dept strategy… should be related to the organizational strategy
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Develop long range plans for what the training and dev. structure, organization & direction, policies, programs, services, & practices will be in order to accomplish the training and dev. mission (Models of Excellence, 1983, p.91)
Chief resp: manage the HRD dept. strategically rather than lead efforts to formulate & implement a unified plan to guide the direction of learning in an organization
Dept. planning is important BUT not as important as organizational planning for leaning
The strategy of HRD dept. should be related to what the org should do to encourage planned learning that supports business and staffing plans
Problem/Confusion/Dilemma?HRD practitioners often not included in top-level discussions about business plans..Problem for HR practitioners: Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR dept
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HRD practitioners often not included in top-level discussions about business plans, yet most amenable to supporting business plans…least used
Problem for HR practitioners:
Formulating their own plans when Strategic Business Plans are unclear, are not followed by top managers, are not expressed in ways that imply action in the HR action
Strategic Human Resource Dev. (SHRD)The process of changing an organization, stakeholders outside it, groups inside it, & people employed through planned learning so that they possess the skills and knowledge needed in the future
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Focus for SHRDSHRD focuses on HRD effortCoordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Org. Strategy for HRDComprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet business & staffing objectives through organized learning.
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SHRD focuses on HRD effort:
Coordinated learning activities undertaken by HRD practitioners, operating managers, & employees to support business & HR plans.
SHRD results in Organizational Strategy for HRD
Comprehensive, coordinated plan for major learning initiatives by which a firm’s managers intend to meet bus ...
Strategic management and Business policy
unit 1 ( BBA 3RD year 6th sem)
Prepared by - Dipankar Dutta
Faculty, Dev Bhoomi Group of Institution Saharanpur
email- dipankarpharma1@gmail.com
This document provides information for students starting a business IT program at Bucks University. It introduces the lecturers and their contact information. It outlines the lecture and lab timetable and Blackboard online platform. It provides information on IT setup requirements and links for students. It also previews some of the topics that will be covered in the program like market research, organizational functions, SWOT analysis, business proposals, recruitment strategies, and performance measurement.
This course provides an introduction to strategic management. It covers key concepts like mission, goals, strategy formulation, implementation, and evaluation. Techniques discussed include industry analysis, competitive environment analysis, and SWOT analysis. The course aims to equip students with frameworks and techniques for strategic management to help organizations achieve superior performance. It takes a theoretical and practical approach, examining strategy determinants through cases. The course content includes analyzing resources, competitive advantage, positioning strategies, corporate strategies like diversification, and current challenges in strategic management. Students will work in teams to strategically analyze a case study enterprise. Deliverables include systems analysis, external and internal assessments, objective/strategy identification, and strategy implementation analysis.
Strategic AuditThe end result of this course is developing a str.docxdessiechisomjj4
Strategic Audit
The end result of this course is developing a strategic audit. In this module you will outline and draft a preliminary framework for your final product. This provides the student with the opportunity to get feedback before a final submission.
Directions:
1. In preparation for your course project, prepare the preliminary strategy audit using the tools and framework you have focused on so far including:
a. Analysis of the company value proposition, market position, and competitive advantage
b. External environmental scan/five forces analysis
2. Identify the most important (5–7) strategic issues facing the organization or business unit.
a. You may modify the strategic issues in your final report based on the additional analysis you will conduct in the next two modules as well as the feedback you receive on this paper from your instructor.
b. Keep in mind it is important to look at the strategic issue(s) from more than just one perspective in the business unit or company—speak to or research the issue from more than one angle to offer a 360° approach that doesn’t cause more problems/issues.
c. Strategic issues arise from a mismatch between internal capabilities and external trends such that important opportunities are not being pursued or significant external threats are not being addressed under the current strategy.
3. Include a preliminary set of recommended tactics for improving your company’s strategic alignment and operating performance.
a. You may modify these recommendations in your final report based on the additional analysis you will conduct in the next two modules as well as the feedback you receive on this paper from your instructor.
b. Keep in mind that recommendations can include but are not limited to tactics in marketing, branding, alliances, mergers/acquisitions, integration, product development, diversification or divestiture, and globalization. If you recommend your company to go global, you must include a supply chain analysis and an analysis of your firm’s global capabilities.
4. Write your report as though you are a consultant to your company and are addressing the executive officers of this company.
5. Make sure your writing is clear, concise, and in an organized manner; demonstrates ethical scholarship in accurate representation and attribution of sources; and displays accurate spelling, grammar, and punctuation. Write a 7–10 page report (see number 4 above) in Word format.
Use The following format:
· Cover page
· Executive Summary / Abstract
· Table of Contents
· Introduction to Company (each subsection should be an assessment)
· Value proposition
· Market position
· Competitive advantage
· External Environmental Scan/Five Forces Analysis
· Current environment
· Assessment of external factors applying five forces
· Strategic Issues
· Label each issue and provide a header and the reason for why it is an issue
· Summary / Key Findings and Recommendations
LASA 1—Preliminary Strategic Audit
Unsatis.
Here are a few examples of how companies have used Internal Factor Evaluation (IFE) matrices in practice:
- Coca-Cola conducted an IFE as part of its strategic planning process in the late 1990s. It rated its strengths in brand recognition and distribution network highly but identified weaknesses in its product portfolio beyond soft drinks. This helped inform its diversification into juices and bottled water.
- Ford used an IFE when developing its 2005 "Way Forward" turnaround plan. It rated its strengths in brand, scale and manufacturing positively but saw weaknesses in product appeal and the cost of its legacy operations. This contributed to its decision to exit unprofitable vehicle segments.
- Starbucks included an IFE as part of its
1. The document discusses strategy at different levels of an organization, including corporate, business, and operational strategies. It introduces the Exploring Strategy model for analyzing an organization's strategic position, strategic choices, and strategy in action.
2. The Exploring Strategy model examines the external environment, internal capabilities and resources, organizational culture and purpose, and helps identify threats, opportunities, strengths, and weaknesses.
3. Strategic issues can be viewed through different lenses like design, experience, variety, and discourse to generate new insights for strategy analysis.
Developing competitive advantage and strategic focusAshraf Hlouh
The document discusses SWOT analysis and its application in marketing strategy. It defines SWOT analysis and explains its key elements - strengths, weaknesses, opportunities, and threats. It also discusses how to conduct a SWOT analysis, including developing a SWOT matrix and examining internal/external factors from the customer's perspective. The document provides tips for making SWOT analysis more productive, such as focusing analysis on specific products/markets, collaborating across business functions, and separating internal vs. external issues. The overall goal of SWOT analysis is to help identify competitive advantages and inform the strategic focus of a company's marketing efforts.
Defining the Organization’s Strategic Directionrizkirahman10
This document discusses tools for analyzing a firm's strategic position, including Porter's five forces model and stakeholder analysis for external analysis. It also discusses analyzing a firm's internal strengths and weaknesses. Core competencies are abilities a firm excels at that differentiate it strategically. While core competencies can help a firm, overreliance on them can also make a firm rigid and unable to change. A firm's strategic intent guides how it creates value for customers, employees and shareholders.
This document discusses strategic management concepts including defining strategic management, levels of strategy, characteristics of strategic decisions, stages of strategic management, key terms, benefits of strategic management, importance of vision and mission statements, and self-examination questions. Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It focuses on integrating various business functions to achieve success. Strategies exist at the corporate, business unit, and operational levels. Strategic management allows organizations to be proactive, use a systematic approach, and gain benefits like improved performance and employee commitment. Vision and mission statements provide purpose, direction, and meaning for employees.
TypeObjective of CommunicationMediumFrequencyAudienceOwn.docxwillcoxjanay
This document outlines the requirements for a preliminary strategic audit report for a course project. It provides guidelines for students to analyze a company's value proposition, market position, competitive advantage, external environment using five forces analysis, identify 5-7 strategic issues, and make preliminary recommendations. The report should follow an essay sample format, be 7-10 pages, cite sources using APA style, and will be graded on a 140-point rubric focusing on strategic analysis, recommendations, and writing quality.
1 Introduction & Nature Of S T R A T M A NCarlo Vee
This document provides an overview of strategic management concepts. It introduces the strategic management process, which includes developing a vision and mission, analyzing external and internal environments, setting long-term objectives, generating strategies, implementing strategies, and evaluating performance. Key terms like competitive advantage, strategies, and annual objectives are also defined. The benefits of strategic management and a comprehensive strategic management model incorporating all the steps are discussed.
Similar to Basic elements-of-strategy-framework (20)
Image annotation - Segmentation & AnnotationTaposh Roy
This document discusses image annotation and segmentation. It begins with an overview of different types of image annotation including whole image classification, object detection, and image segmentation. It then covers supervised and unsupervised machine learning paradigms for image annotation, with a focus on supervised learning. Specific supervised annotation techniques for medical images are discussed like mean shift, normalized cuts, and level sets algorithms. Advanced clustering techniques for image segmentation like DBSCAN, HDBSCAN, and topological data analysis are also mentioned.
On December 3rd 2017, New York times ran an article stating CVS’s intent to purchase Atena for a record price of $69 billion dollars. This deal would combine the drugstore giant with insurance capabilities of Atena. This in my opinion marks an important event, for disruption in US Healthcare. Here is my understanding of events, and why I feel this will trigger more events. I belief the next company to make a major impact in Healthcare is Walmart.
Presentation on Predictive modeling in Health-care at San Jose, Ca 2015. This presentation talks about healthcare industry in US, provides stats and forecasts. It then discusses a few use cases in health care and goes into detail on a kaggle example.
This document summarizes a Kaggle competition to forecast bike share system use using historical rental data. It describes the data provided, which includes date/time details, weather factors, and counts of casual, registered and total rentals on an hourly basis. It also lists the tools that were used for the analysis, including R for feature engineering and models like random forests and neural networks.
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RDDs (Resilient Distributed Datasets) provide a fault-tolerant abstraction for data reuse across jobs in distributed applications. They allow data to be persisted in memory and manipulated using transformations like map and filter. This enables efficient processing of iterative algorithms. RDDs achieve fault tolerance by logging the transformations used to build a dataset rather than the actual data, enabling recovery of lost partitions through recomputation.
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The document provides an industry analysis and competitive strategy report for Resource Solutions Group. It analyzes the competition in California's commercial, residential, industrial, and agricultural sectors. It recommends RSG focus on schools and transition to direct-to-customer services to take advantage of new Proposition 39 funding. It also recommends RSG complement dairy farming with food processing and complement utility programs in wineries. The report provides strategic suggestions for each industry and analyzes the investor owned utilities and direct-to-customer companies RSG competes with.
This document analyzes the consumer electronics industry using Porter's Five Forces model. It finds that the threat of new entrants is high due to the capital intensive nature of opening stores and established brands. The bargaining power of suppliers is also high given major suppliers account for most of the largest retailer's merchandise and have alternative distribution options. Additionally, the bargaining power of buyers has increased as e-commerce allows for price transparency and low switching costs. Substitutes like online retailers and other big box stores carrying electronics provide alternatives. Finally, rivalry in the industry is intense as competitors match prices aggressively and introduce new programs to attract customers.
Multi Asset Endowment Investment StrategyTaposh Roy
The Farhampton Endowment manages a $200MM fund for the University of New York. Their mission is to generate financial resources for research and new programs through a diversified portfolio. They provide a 4.25% annual gift to the university. Their portfolio manager team oversees different asset classes including private equity, equities, hedge funds, bonds, cash, commodities, and real estate.
Given current economic and market conditions, they recommend a portfolio with 20% in stocks, 28% in hedge funds, 15% in cash, 10% in bonds, 10% in private equity, 10% in real estate, and 7% in commodities. This portfolio aims to weather uncertain markets with stable, profitable returns
This document summarizes research on RSG Consulting's competitors and the current market. It provides an overview of the research approach, which includes competitive strategy analysis and market analysis of dairies, wineries, and emerging policies like Proposition 39 that impact schools. The research analyzed investor-owned utility competitors, subsidiaries of a key competitor, and direct-to-customer competitors. Key findings include identifying the top market sectors and competitors in industries and utilities. The research will be further refined and next steps include additional direct-to-customer analysis and understanding RSG's strategic plan.
- Boeing and Airbus are the two largest commercial aircraft manufacturers. Boeing has been publicly traded since its founding in 1916, while Airbus underwent an ownership restructuring in 2012 to become more of a typical publicly traded company.
- An analysis of Boeing and Airbus' stock performance from 2009-2014 found that Boeing had a beta of 1.276 compared to the S&P 500, while Airbus had a lower beta of 0.958 compared to the CAC 40 index. Both companies outperformed their respective market indexes over this period.
- Major shareholders of Boeing include investment firms like Capital World Investors and Vanguard Group. Airbus still has government entities from France, Germany, and other countries as significant shareholders
Softbank, a Japanese wireless provider, is considering acquiring Sprint, a US telecom company, to expand globally. Key points of the analysis include:
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- Sprint needs capital investment to turnaround its subscriber losses in the US market
- A combined Softbank-Sprint would create the largest telecom provider in Japan and give Softbank a strong US presence through Sprint's network and ownership of Clearwire
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This document analyzes Roche's potential acquisition of Genentech. It discusses Roche's choices to either concede but negotiate a higher price, make a tender offer directly to shareholders, or wait in hopes that a new cancer drug fails which would lower Genentech's value. It then provides valuations of Genentech from $78-115 per share and compares to other company multiples. Finally, it describes how the acquisition progressed from hostile to friendly after Roche raised its offer price.
This document provides a case analysis of strategic decisions facing Land Rover North America (LNRA) regarding the launch of new vehicle models in the US market. It discusses LNRA's history and current product lineup. The case focuses on positioning, marketing mix, and retail strategy decisions for three new vehicles: the Land Rover Defender, Discovery, and second generation Range Rover. It analyzes consumer preferences and competitors to inform recommendations around positioning each vehicle and allocating a $30 million marketing budget across advertising, website development, and establishing controlled retail centers.
American Airlines was facing declining profits in the early 1990s despite being the largest carrier in the US. Their costs per seat mile were rising while net income was falling. To address this, in 1992 American introduced a "Value Pricing" strategy that offered lower fares for tickets purchased further in advance, with penalties for changes. This targeted business travelers who accounted for 60% of revenue and were less price sensitive. While short-term losses were expected from advertising, analysis showed the approach would improve profits long-term by better utilizing existing capacity and increasing market share. The strategy also risked losing some leisure travelers, so expanding discount periods was recommended to retain them.
Tesla is considering entering the United Arab Emirates luxury vehicle market. The UAE economy is thriving with a GDP of $386 billion driven by oil exports and imports. The luxury auto market is growing rapidly at 25-38% annually. An analysis of Tesla's market entry risks, investment required, and potential financial performance under different scenarios is presented. The recommendation is that under the mid-range scenario, the project's IRR exceeds the WACC, so Tesla should move forward with entering the UAE market.
A platform is comprised of components like hardware, software, and services that are used commonly in transactions according to set rules. The rules coordinate participant activities and include standards, protocols, policies, and contracts.
A platform-mediated network consists of users whose transactions are subject to direct or indirect network effects and intermediaries that facilitate user transactions.
Platforms differ from vertical contracting in that platforms compete for downstream consumers rather than being the final end users, and the downstream platforms have bidding power for content rather than the upstream firm.
Platforms can be open, with no restrictions on participation or development as long as any requirements are reasonable and non-discriminatory, or closed, with restrictions.
Michael Eisner took over as CEO of Disney in 1984 when the company was struggling financially. To rejuvenate Disney, Eisner diversified the company into new markets targeting both children and adults. He increased net income over four years through strategies like creating movies and TV shows for adult audiences, opening Disney stores, and purchasing a TV station. This diversification strategy succeeded according to Porter's tests by entering attractive new markets with low costs. As a result, Disney's net income increased over five times from $98 million in 1984 to $522 million in 1988, while total revenue grew from $1.656 billion to $3.438 billion over the same period.
The document provides a strategic analysis of Best Buy Co., Inc. It discusses Best Buy's position as the global leader in consumer electronics retail with over 1,400 stores and $50 billion in annual revenue. However, Best Buy is currently facing decline due to strengthening forces in its industry such as showrooming, increased price transparency online, price matching, and shifts in consumer spending away from computers. The analysis uses Porter's Five Forces model to examine Best Buy's challenges from new entrants, supplier bargaining power, competition, substitution threats, and buyer power.
Redbox is planning to launch a streaming video service called Redbox Instant to complement its 30 million existing DVD kiosk customers. The service will offer unlimited streaming with subscription plans, as well as pay-per-view rental options for recent titles starting at $0.99. Redbox has partnered with Verizon to launch the joint venture, hoping to leverage both companies' large user bases and reduce risks. The analysis recommends an aggressive pricing strategy below $5 to attract value-conscious customers, bundling with Verizon's FiOS TV, and supporting all streaming devices to maximize the new network effects from the streaming component.
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Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
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standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
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A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
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Copy of the presentation given at XP2024 based on a research paper.
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Basic elements-of-strategy-framework
1.
2. 1. Introduction
2. Contents
3. What is Strategy?
4. Elements of Strategy
5. Market Competitive Forces
6. Market Competition
7. Firm : Resource Based View
Table of Contents
Basic Elements of Strategy Framework
2
6. The five elements of strategy are the necessary parts that need to be answered to have a viable strategy –
1. Arenas : where will be active?
2. Vehicles : how will we get there?
3. Differentiators : how will we win in the market place?
4. Staging : what will be our speed and sequence of moves?
5. Economic logic : how will we obtain our returns.
1. Which are the product categories?
2. Which market segments?
3. Which geographic areas?
4. Which core technologies?
5. Which value-creation stages?
1. Internal development
2. Joint Ventures
3. Licensing or Franchising?
4. Acquisitions?
Elements of Strategy
Arenas: - Where will be active and with how much emphasis?
Vehicles: - How will we get there?
Differentiators : - How will we win?
Basic Elements of Strategy Framework
6Elements of Strategy
7. 1. Image?
2. Customization?
3. Price?
4. Styling?
5. Product reliability?
1. Speed of expansion?
2. Sequence of initiatives?
Note :Plot XY plots (perception maps) to find out where you are and where you want to be.
1. Lowest costs through scale advantages?
2. Lowest costs through scope and replication advantages
3. Premium prices due to unmatchable service?
4. Premium prices due to proprietary product features
The heart of business logic must be a clear idea of how profits will be generated – not just profits, but profits above the
firm’s cost of capital.
Staging : What will be our speed and sequence of moves?
Economic logic : How will be obtain our results?
Starbuck's Elements of Strategy
Basic Elements of Strategy Framework
7Elements of Strategy