The document discusses strategic management and analysis tools such as Porter's Five Forces model and value chain analysis. It then covers strategic choices for growth, including internal expansion through differentiation or vertical integration, and external expansion via mergers and acquisitions. Methods of financing growth like borrowing, equity issues, and reinvested profits are also examined.
Porter’s model is based on the understanding that corporate strategies should meet opportunities and threats within the external environment of organizations. The five competitive forces that Porter has identified shape every industry as well as every market. These forces regulate the intensity of competition, the profitability as well as attractiveness of an industry.
Porter’s model is based on the understanding that corporate strategies should meet opportunities and threats within the external environment of organizations. The five competitive forces that Porter has identified shape every industry as well as every market. These forces regulate the intensity of competition, the profitability as well as attractiveness of an industry.
Slide no:2
Mr. Porter is a specialist in industrial economics and business strategy. An associate professor of business ad- ministration at the Harvard Business School, he has created a course there entitled "Industry and Competitive Analysis."
He sits on the boards of three companies and consults on strategy matters, and he has written many articles for economics journals and published two books. One of them, Interbrand Choice, Strategy and Bi- lateral Market Power (Harvard University Press, 1976) is an out-growth of his doctorate, for which he won the coveted Wells prize awarded by the Harvard economics department.
noorulhadi Lecturer at Govt College of Management Sciences, noorulhadi99@yahoo.com
i have prepared these slides and still using in mylectures, Reference: Portfolio management by S kevin and onlin.
How competitive forces shape strategy?Ashish Verma
Forces governing competition in an industry:
The nature and degree of competition in an industry hinge on five forces:-
The threat of entry
The bargaining power of customers
The bargaining power of suppliers
The threat of substitute products
The jockeying among current competition
industry, Industry Analysis, Why is Industry Analysis Important? How Industry and Firm-Level Factors Affect Performance, Techniques Available to Assess Industry Attractiveness, Studying Industry Trends
Slide no:2
Mr. Porter is a specialist in industrial economics and business strategy. An associate professor of business ad- ministration at the Harvard Business School, he has created a course there entitled "Industry and Competitive Analysis."
He sits on the boards of three companies and consults on strategy matters, and he has written many articles for economics journals and published two books. One of them, Interbrand Choice, Strategy and Bi- lateral Market Power (Harvard University Press, 1976) is an out-growth of his doctorate, for which he won the coveted Wells prize awarded by the Harvard economics department.
noorulhadi Lecturer at Govt College of Management Sciences, noorulhadi99@yahoo.com
i have prepared these slides and still using in mylectures, Reference: Portfolio management by S kevin and onlin.
How competitive forces shape strategy?Ashish Verma
Forces governing competition in an industry:
The nature and degree of competition in an industry hinge on five forces:-
The threat of entry
The bargaining power of customers
The bargaining power of suppliers
The threat of substitute products
The jockeying among current competition
industry, Industry Analysis, Why is Industry Analysis Important? How Industry and Firm-Level Factors Affect Performance, Techniques Available to Assess Industry Attractiveness, Studying Industry Trends
A strategic approach to Human Resource Management
Please see:
https://flevy.com/browse/business-document/strategic-human-resources-147
For an improved version
Generation and Screening of Project Ideas Vivek Goyal
It is contain all about Generation of ideas, How to monitoring the environment, corporate appraisal, Profit potential of industries, Porter Models, Scouting of projects ideas, preliminary Screening, Project rating Index, sources of Positive Net present Value, On being an Entrepreneur
this is the lectures of "Competitive Strategy" workshop in AUT university, in the first part it is concentrated on the differences between strategy and OE, then Five forces model is described.
other parts are about Life-Cycle analysis,Capability analysis, Competitor analysis and 3 generic strategies.
Effect of poor customer care on the image of police a case study of uganda po...bwire sedrick
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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2. Strategic management
strategic and day-to-day management
the components of strategic management
strategic analysis
strategic choice
strategic implementation
Importance of the business environment
PEST analysis
Strategic Analysis
3. Strategic Analysis
Porter's five forces model
the five forces
the bargaining power of suppliers
the bargaining power of buyers
the threat of potential new entrants
the threat of substitutes
the extent of competitive rivalry
4. Industry competitors
Porter's Five Forces Model
Source: Michael E. Porter Competitive Strategy: Techniques for Analyzing Industries and Competitors, (The Free Press, 1980)
5. Industry competitors
Rivalry among
existing firms
Porter's Five Forces Model
Source: Michael E. Porter Competitive Strategy: Techniques for Analyzing Industries and Competitors, (The Free Press, 1980)
10. Strategic Analysis
Porter's five forces model
the five forces
the bargaining power of suppliers
the bargaining power of buyers
the threat of potential new entrants
the threat of substitutes
the extent of competitive rivalry
factors affecting each of the forces
11. Strategic Analysis
Porter's five forces model
the five forces
the bargaining power of suppliers
the bargaining power of buyers
the threat of potential new entrants
the threat of substitutes
the extent of competitive rivalry
factors affecting each of the forces
limitations of the five forces model
12. Strategic Analysis
Value chain analysis
nature of value chain analysis
primary activities
inbound logistics
operations
outbound logistics
marketing and sales
service
secondary activities
procurement
technological development
human resources management
firm infrastructure
14. Strategic Choice
Environment or market-based strategy
types
cost leadership
differentiation
focus
importance of establishing:-
the basis of a firm's competitive advantages
the nature of the target market
Resource-based strategy
exploiting core competencies
defining & establishing core competencies
15. Growth by internal expansion
product differentiation
vertical integration
diversification
Growth by external expansion: mergers
and takeovers
horizontal mergers
vertical mergers
conglomerate mergers
Growth Strategy
16. Alternative growth strategy
GROWTH OF A FIRM
Internal expansion External expansion
(1) Differentiation
Horizontal expansion
(same product, increase
in market share)
(1) Horizontal integration
Mergers of firms
producing the same
product
(2) Vertical integration
Different products, but
belonging to different
stages of same product
(2) Vertical integration
Mergers of firms producing
at different stages of same
process
(3) Conglomerate
Diversification -
introduction of totally
different products
(3) Conglomerate
Diversification - merger of
firms producing totally
unrelated products
17. Growth Strategy
Growth by internal expansion
financing internal growth
borrowing
share issue
ploughing-back profit
the takeover constraint
18. Growth Strategy
Growth by internal expansion (cont.)
growth through vertical integration
backward integration ('upstream' integration)
forward integration ('downstream' integration)
why vertically integrate?
economies of scale
reduced uncertainty
monopoly power
• barriers to entry
growth through diversification
advantages
• when existing market is saturated
• spreads risks
19. Growth Strategy
Growth through mergers and takeovers
types of merger and takeover
horizontal
vertical
conglomerate
motives for mergers and takeovers
growth
economies of scale
monopoly power
increased market valuation
reduced uncertainty
other motives
effects of mergers on consumers
20. Financing Growth and Investment
Sources of business finance
internal sources
ploughed-back profit
external sources
banks
• mainly short- and medium-term finance
stock market
• longer-term finance
problem of 'short-termism'
international sources
21. The role of the Stock Exchange
primary market
secondary market
advantages
brings together savers & firms seeking finance
regulates firms and helps encourage confidence
facilitates mergers and takeovers
reduces transaction costs of investment finance
disadvantages
cost of getting listed
possible short-termism and instability
Financing Growth and Investment
22. Is the stock market efficient?
the efficient market hypothesis
share prices reflect information about
companies' current and expected future
performance
implications of stock market efficiency
benefit of speculation diminishes as efficiency
increases
perfect efficiency and share prices following a
'random walk'
Financing Growth and Investment
23. Staying Small
EU definition of SMEs
by number of employees
micro enterprises
small enterprises
medium enterprises
by turnover
28. Staying Small
Competitive advantage and small firms
flexibility
quality of service
production efficiency and low overheads
product development and innovation
Problems facing small businesses
selling and marketing
funding R&D
management skills
less ability to gain economies of scale