This document discusses competitive positioning and generic competitive strategies. It begins by explaining that competitive positioning lies at the intersection of a firm's capabilities and market opportunities, aligned with its mission and values. It then describes Michael Porter's four generic competitive strategies based on cost leadership and differentiation. Low cost and differentiation strategies position firms differently along these dimensions. The document also provides an example of using a strategy map to plot competitors in an industry based on factors like average vehicle cost and sportiness to illustrate different generic positions.
Alternative Business Structures OverviewSeth Geddes
A very basic overview of alternative/less common business structures. Specifically focusing on employee owned models and cooperatives. This was a slideshow I put together for the Reinventing Capitalism talk on November 8th 2012.
A business model is a configuration (activity systems) of what the business does (activities) and what it invests in (resources) based on the logic that drives the profits for a specific business. This presentation lays out a systematic process for (re)designing a business model by identifying core objectives that lead to improved profitability. There are two broad steps in this process. The first step is to determine the generic category of business model that a firm wants to adopt from the following descriptive taxonomy. The next step is to develop business-specific profit logic or the core objective(s) starting from the generic profit logic for each category.
Alternative Business Structures OverviewSeth Geddes
A very basic overview of alternative/less common business structures. Specifically focusing on employee owned models and cooperatives. This was a slideshow I put together for the Reinventing Capitalism talk on November 8th 2012.
A business model is a configuration (activity systems) of what the business does (activities) and what it invests in (resources) based on the logic that drives the profits for a specific business. This presentation lays out a systematic process for (re)designing a business model by identifying core objectives that lead to improved profitability. There are two broad steps in this process. The first step is to determine the generic category of business model that a firm wants to adopt from the following descriptive taxonomy. The next step is to develop business-specific profit logic or the core objective(s) starting from the generic profit logic for each category.
Pitch Deck
A pitch deck’s goal is to make an investor excited in you and your business. To do this you need to tell a compelling story in about 20-30 minutes.
Here is a good starting point for your pitch deck storyline
Fill in the details with your answers to the last section and talk the story out loud. You should iterate on the order and the content to get it flowing right. As a general rule, put your companies strengths higher up the order.
OPENING SLIDE
BUSINESS DESCRIPTION
PROBLEM
SOLUTION
MARKET SIZE
COMPETITIVE LANDSCAPE AND DIFFERENTIATION
SUSTAINABLE COMPETITIVE ADVANTAGE
TRACTION / STAGE OF DEVELOPMENT
BUSINESS MODEL AND MONETIZATION
MILESTONES AND INVESTMENT PROPOSITION
TEAM
CONCLUSION
michel portet Strategy ppt by Mudasir AliMudasir Ali
what is strategy by Michel Porter... Fit , leverage COMPETITIVE ADVANTAGE...Competitiveness ...strategic positionong..growth trap, strategic positioning and role of leadership...
· The 4 to 5-page limit refers to your analysis. The page limit do.docxalinainglis
· The 4 to 5-page limit refers to your analysis. The page limit does not include the reference page, the 5-forces diagram, nor a title page. If you prepare any supporting analysis that can be shown in an appendix page. So, you have 4 to 5 pages available for your written analysis.
· Introducing and describing the company (what it does, key products, markets, distribution) and the industry (key competitors, market size) should be succinct, no more than a half a page. Dedicate approximately 1/2 page introducing the company and it's industry. Beyond that don't spend much time or space describing basic info about the company. For example, providing the history of the company is not relevant to the model.
· The bulk of your writing should be specific to the model as it applies to your company, evaluating each of the five forces thoroughly. Assume the reader is a business person who has a basic knowledge of the company/industry.
· Your analysis should inform the reader of those aspects of the business and industry relevant to each of the five forces. For example, if sales figures are needed to establish the company's position in their industry, use that information in the industry competitors (rivalry) force.
· Use outside references. Key analysis points are to be referenced. As master’s-level business students it is expected that you will utilize sources beyond the company website, the Porter article itself, and sites like yahoo finance. You can use these sites but are strongly advised to not limit yourself to them.
· Thoroughly analyze each of the five forces. The Porter article gives you criteria and examples for each force that can be investigated as you prepare your analysis. Pick two or three for each force and use these to guide your paper.
· The 1-page model should be prepared after you complete your paper. It is nothing more than a visual, concise representation of your analysis. It does not have to be fancy. It does have to be clear and represent your analysis. Use exhibit 2.7 or the model in the Porter paper as your guide. Label each force as high or low, based on your analysis. Insert three to four (max) key bullet points related to each force into the five boxes in the model.
· Proofread your paper. Spelling, grammar, and APA.
BBA 4951, Business Policy and Strategy 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Analyze external and internal audit processes.
9. Assess the strategy evaluation process.
Reading Assignment
Chapter 3: The External Assessment
Chapter 4: The Internal Assessment
Unit Lesson
External Assessments
During this unit, we will explore the factors that impact an internal and external assessment. Let us begin with
the external assessment. To effectively develop a successful strategic plan, the organization must be aware
and adapt to the external environments. These environments include identifying and incorporating .
Business Models in Strategic Management.PPTXAhmad Thanin
A business model is a company's core strategy for profitably doing business. Models generally include information like products or services the business plans to sell, target markets, and any anticipated expenses. The two levers of a business model are pricing and costs.
Pitch Deck
A pitch deck’s goal is to make an investor excited in you and your business. To do this you need to tell a compelling story in about 20-30 minutes.
Here is a good starting point for your pitch deck storyline
Fill in the details with your answers to the last section and talk the story out loud. You should iterate on the order and the content to get it flowing right. As a general rule, put your companies strengths higher up the order.
OPENING SLIDE
BUSINESS DESCRIPTION
PROBLEM
SOLUTION
MARKET SIZE
COMPETITIVE LANDSCAPE AND DIFFERENTIATION
SUSTAINABLE COMPETITIVE ADVANTAGE
TRACTION / STAGE OF DEVELOPMENT
BUSINESS MODEL AND MONETIZATION
MILESTONES AND INVESTMENT PROPOSITION
TEAM
CONCLUSION
michel portet Strategy ppt by Mudasir AliMudasir Ali
what is strategy by Michel Porter... Fit , leverage COMPETITIVE ADVANTAGE...Competitiveness ...strategic positionong..growth trap, strategic positioning and role of leadership...
· The 4 to 5-page limit refers to your analysis. The page limit do.docxalinainglis
· The 4 to 5-page limit refers to your analysis. The page limit does not include the reference page, the 5-forces diagram, nor a title page. If you prepare any supporting analysis that can be shown in an appendix page. So, you have 4 to 5 pages available for your written analysis.
· Introducing and describing the company (what it does, key products, markets, distribution) and the industry (key competitors, market size) should be succinct, no more than a half a page. Dedicate approximately 1/2 page introducing the company and it's industry. Beyond that don't spend much time or space describing basic info about the company. For example, providing the history of the company is not relevant to the model.
· The bulk of your writing should be specific to the model as it applies to your company, evaluating each of the five forces thoroughly. Assume the reader is a business person who has a basic knowledge of the company/industry.
· Your analysis should inform the reader of those aspects of the business and industry relevant to each of the five forces. For example, if sales figures are needed to establish the company's position in their industry, use that information in the industry competitors (rivalry) force.
· Use outside references. Key analysis points are to be referenced. As master’s-level business students it is expected that you will utilize sources beyond the company website, the Porter article itself, and sites like yahoo finance. You can use these sites but are strongly advised to not limit yourself to them.
· Thoroughly analyze each of the five forces. The Porter article gives you criteria and examples for each force that can be investigated as you prepare your analysis. Pick two or three for each force and use these to guide your paper.
· The 1-page model should be prepared after you complete your paper. It is nothing more than a visual, concise representation of your analysis. It does not have to be fancy. It does have to be clear and represent your analysis. Use exhibit 2.7 or the model in the Porter paper as your guide. Label each force as high or low, based on your analysis. Insert three to four (max) key bullet points related to each force into the five boxes in the model.
· Proofread your paper. Spelling, grammar, and APA.
BBA 4951, Business Policy and Strategy 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Analyze external and internal audit processes.
9. Assess the strategy evaluation process.
Reading Assignment
Chapter 3: The External Assessment
Chapter 4: The Internal Assessment
Unit Lesson
External Assessments
During this unit, we will explore the factors that impact an internal and external assessment. Let us begin with
the external assessment. To effectively develop a successful strategic plan, the organization must be aware
and adapt to the external environments. These environments include identifying and incorporating .
Business Models in Strategic Management.PPTXAhmad Thanin
A business model is a company's core strategy for profitably doing business. Models generally include information like products or services the business plans to sell, target markets, and any anticipated expenses. The two levers of a business model are pricing and costs.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
2. Determining Competitive Positioning
• when we think about the key challenge, for the business strategist,
we're trying to focus on this thing that strategy is all about is how to
find that valuable competitive position.
• And remember, this lies at the intersection of the capabilities that a
firm has, what it's able to do well and distinctively well and also what
those market opportunities are.
• And that also has to intersect with the values and the mission and the
purpose of the firm and where all those things come together, that is
the prime opportunity for a valuable competitive position
3. Determining Competitive Positioning
• an idea from Michael Porter from Harvard Business School, and essentially
this allows us to think about four different ideal types of businesses in a
particular industry or market segment.
• First of all, when we think about the source of competitive advantage, if we
first consider sort of an average firm in an industry, we might think of this
as the marginal firm in the industry, and let's just say they offer a product
or service that's worth $6. And the cost of producing that product, is $5
and that means the profit or rent that can come back to the firm is $1.
• So that's the average sort of source of competitive advantage for firms in
that industry, we might think of a couple of different ways that might vary.
4.
5.
6. Determining Competitive Positioning
• So let's say they offer the same product or service at that $6 price point.
• So the same price to this consumer, the buyer, but if that firm has a lower cost structure,
then they're able to realize more profits on each unit. In this case, stylized case, they'll
get $2 of profit compared to the average firm's $1 of profit
• So same price to the consumer but because the cost structure is a lower cost structure
the low cost firm is able to realize a little bit more competitive advantage, right? So,
that's one way we might think about competitive advantage. On the other hand, think
about this closest graph to me about a differentiator firm.
• So, in this same industry, let's say that a firm has a differentiated product that they're
able to actually charge more money for the consumer or the buyer, so maybe the
willingness to pay is higher here. In this case it would be $8, and a lot of times that's
associated with a higher cost structure, but again, the differentiator is also in a superior
competitive position as compared to the marginal or the average firm in the industry
because they're able to realize double the amount of profits, but they go about it
differently than the low cost firm.
7. Determining Competitive Positioning
• So we think of that as being the horizontal axis, going back to this idea of generic
strategies.
• The vertical axis has to do with what we refer to as Competitive Scope, and this is
essentially the extent to which a firm targets multiple product market segments
within an industry. In other words, how broadly does a firm offer different
product lines or different kinds of services within an industry?
• Is it very narrow, or is it broader? And we might think of different ways that that
could vary. An easy way to think about this is geographic markets. So if a firm
operates in a broader set of geographic markets, we would think of them as
having a broader competitive scope versus just one geographic location, right?
• They can also segment the types of services or products they offer based on
consumer or buyer preferences. We know that buyer preferences can differ, and
so firms might offer a broader scope of products or services in order to cater to
each of those individual kinds of buyers.
8.
9. Determining Competitive Positioning
• Therefore the products and services will vary based on the
characteristics of the product line. So if we think about again those
two axis to help us understand these generic, competitive positions
This helps us sort of sort different types of firms into four ideal types.
• this is a little bit stylized, and it just helps us to understand extremes,
and what the extreme positions would be. But this is helpful for us to
basically understand the dynamics of an industry and the positioning
of a firm relative to its competition.
20. Mapping Competitive Positions
• strategy maps are sort of a generic tool.
• They're very commonly used in consulting. And it's basically a way to take
two or three criteria, or factors, or ways of understanding a firm's position
in an industry, and mapping all of the different competitors using those two
or three factors.
• The vertical access can be a second factor. And then In this example, the
size of the circle can graphically or visually represent the third factor.
• So let's take a particular example and let's focus on a particular industry,
say automobiles in the early 2000s. If we look at the automobile industry in
the early 2000s, what we want to do here is understand how the different
firms position themselves with respect to each other within that industry
21. Mapping Competitive Positions
• That's on the x axis. On the vertical axis, sportiness. If we start in the upper
corner with Porsche, a German auto manufacturer, we can see that the level of
sportiness is quite high, the average vehicle cost is also quite high, but the size of
the circle is is quite small. In other words, Porsche doesn't offer an endless array
of models, but they offer just a fewer number of models, especially as compared
with some of the other auto manufacturers. So this might be an example of what
we would describe as a niche position.
• And remember, a niche generic competitive position is when the competitive
scope of the firm within the industry is quite small, so here that would be about
the size of the circle. But, again, Porsche offers cars that are highly differentiated.
You know, brand recognition is strong. They're quite expensive. They're very
sporty. So we might describe that as a niche position. At the other end of the
spectrum, we might think of an auto manufacturer like Kia. So Kia is down in the
lower corner. And here we have automobiles that are certainly less sporty and
they are certainly less expensive, also not a large number of models, so the size
of the circle is relatively small. So we might think of this as corresponding with
22. Mapping Competitive Positions
• the focused part arises from that size of that circle being quite small, the competitive
scope. So let's think in contrast about an auto manufacturer like Mercedes-Benz. So
Mercedes, we see here they offer many more models, so the size of the circle is bigger.
And they're sportier and they're more expensive, so a little more distinctive.
• There's more cache associated with the brand. And so here we might think of it as a
classic differentiation strategy. Again, it's not so narrowly focused scope-wise, model-
wise, as Porsche, but we see the same kind of approach towards product distinctiveness,
• Ford might be an example where the level of sportiness is lower, the average vehicle cost
is certainly much lower than Mercedes, and so we might see that as sort of a typical
position of cost leadership
• demonstrating how a strategy map can help us identify and put firms in different areas
on the map. We might think of Toyota, there's a fifth firm we've got up here, as being a
firm that's really trying to occupy an integrated position, so they're trying to capture the
benefits of both cost leadership as well as some differentiation perhaps quality in this
case
23. Mapping Competitive Positions
• pick a range of different factors and use them instead. Maybe we want to
look at sort of market share, or maybe we want to look at R&D spending,
or quality. There's a number of things we could measure here. And the
thing to remember, here's a tip, as you put a strategy map together, there's
no top three criteria, for example, you should always use in a strategy map
like this.
• But instead, you might try a handful of different criteria and sort of do a
quick kind of back-of-the-envelope sort of calculation and kind of decide
what a strategy map might look like if you used these three criteria, and
maybe use a different three criteria and then see what those might tell
you. And the point here is that it's often not evident at the outset what the
most important or revealing or useful criteria for a strategy map might be,
and, therefore, it's oftentimes just a case of trial and error.