Chapter 5 Supplementary Notes
The Five Generic Competitive Strategies
Chapter Overview
Chapter Five describes the five basic competitive strategy options – which of the five to employ is a company’s first and foremost choice in crafting overall strategy and beginning its quest for competitive advantage.
Introduction
By
competitive strategy we mean the specifics of management’s game plan for competing successfully – how it plans to position the company in the marketplace, its specific efforts to please customers, and improve its competitive strength, and the type of competitive advantage it wants to establish.
Core Concept
A
competitive strategy concerns the specifics of management’s game plan for competing successfully and achieving a competitive advantage over rivals.
A company achieves
competitive advantage whenever it has some type of edge over rivals in attracting buyers and coping with competitive forces. There are many routes to competitive advantage, but they all involve
giving buyers what they perceive as superior value. Delivering superior value – whatever form it takes – nearly always requires performing value chain activities differently than rivals and building competencies and resource capabilities that are not readily matched.
The Five Generic Competitive Strategies
There are countless variations in the competitive strategies that companies employ, mainly because each company’s strategic approach entails custom-designed actions to fit its own circumstances and industry environment.
The biggest and most important differences among competitive strategies boil down to:
List of Market Segments for the Retail Clothing Market
Differentiating Your Brand in the Digital World
1. Whether a company’s market target is broad or narrow
1. Whether the company is pursuing a competitive advantage linked to low costs or product differentiation
These two factors give rise to five competitive strategy options for staking out a market position, operating the business, and delivering values to customers.
Five distinct competitive strategy approaches stand out:
1. A
low-cost provider strategy: striving to achieve lower overall costs than rivals and appealing to a broad spectrum of customers, usually by underpricing rivals.
1.
A broad differentiation strategy: seeking to differentiate the company’s product/service offering from rivals’ in ways that will appeal to a broad spectrum of buyers
0. A
best-cost provider strategy: giving customers more value for the money by incorporating good-to-excellent product attributes at a lower cost than rivals; the target is to have the lowest (best) costs and prices compared to rivals offering products with comparable attributes
0.
A focused or market niche strategy based on lower cost: concentrating on a narrow buyer segment and outcompeting rivals by se.
Question 3 Are the Company’s Prices and Costs CompetitiveOne o.docxsimonlbentley59018
Question 3: Are the Company’s Prices and Costs Competitive?
One of the most telling signs of whether a company’s business position is strong or precarious is whether its prices and costs are competitive with industry rivals.
Price-cost comparisons are especially critical in a commodity-product industry where the value provided to buyers is the same from seller to seller, price competition is typically the ruling force and lower-cost companies have the upper hand.
Two analytical tools are particularly useful in determining whether a company’s prices and costs are competitive and thus conducive to winning in the marketplace:
value chain analysis and benchmarking.
Core Concept
The higher a company’s costs are above those of close rivals, the more competitively vulnerable it becomes.
The Concept of a Company’s Value Chain
The value chain consists of two broad categories of activities:
a.
Primary activities: foremost in creating value for customers
b.
Support activities: facilitate and enhance the performance of primary activities
Figure 4.3, A Representative Company Value Chain, depicts the linked set of value creating activities.
Core Concept
A company’s
value chain identifies the primary activities that create customer value and the related support activities.
Why the Value Chains of Rival Companies Often Differ
A company’s value chain and the manner in which it performs each activity reflect the evolution of its own particular business and internal operations, its strategy, the approaches it is using to execute its strategy, and the underlying economics of the activities themselves.
Because these factors differ from company to company, the value chain of rival companies sometimes differs substantially – a condition that complicates the task of assessing rivals’ relative cost positions.
The Value Chain System for an Entire Industry
Accurately assessing a company’s competitiveness in end-use markets requires that company managers understand the entire value chain system for delivering a product or service to end-users, not just the company’s own value chain.
Core Concept
A company’s cost competitiveness depends not only on the costs of internally performed activities (its own value chain) but also on costs in the value chain of its suppliers and forward channel allies.
Suppliers’ value chains are relevant because suppliers perform activities and incur costs in creating and delivering the purchased inputs used in a company’s own value chain.
Forward channel and customer value chains are relevant because:
3.
a. The costs and margins of a company’s distribution allies are part of the price the end user pays
b. The activities that distribution allies perform affect the end user’s satisfaction
Figure 4.4, A Representative Value Chain for an Entire Industry, explores a value chain for an entire industry.
Activity-Based Costing: A To.
How to beat the competition with smart market positioning
What is a competitive advantage? What is positioning? Cost leadership/ differentiation. How can you assess the competition?
CompetencyAnalyze how human resource standards and practices.docxbartholomeocoombs
Competency
Analyze how human resource standards and practices within the healthcare field support organizational mission, visions, and values.
Scenario
Wynn Regional Medical Center (WRMC) is the premier hospital in your area. The hospital has been in your city for over 100 years. Over the past decade, the hospital has been losing money for various reasons, though primarily due to uncompensated care. You were recently hired as the Vice President for Human Resources at WRMC, and part of your responsibilities include presenting historical information to participants of the new employee orientation.
Instructions
Create a PowerPoint presentation detailing the changing nature of the healthcare workforce. The presentation should contain speaker notes for each slide or voiceover narration. The presentation should address the following topics and questions:
Historical information on the changing healthcare workforce
How have legislation and policies changed in the past decade?
How have patient demographics changed in the past decade (baby boomers, generation X, millennials, ethnicities)?
How have patient centric approaches changed in the past decade (use of the Internet and social media to gather health information)?
Challenges associated with the changing healthcare workforce
What are some of the challenges associated with the policy and legislative changes?
What are some challenges associated with demographic changes?
What are some of the challenges associated with patients “researching” their own health instead of going to the doctor?
Current state of healthcare
What have been some of the improvements to the healthcare system over the last decade?
Resources
This
link
has information for creating a PowerPoint presentation.
Here is a
link
to information about adding speaker notes.
Here is a
link
to information about creating a voiceover narration using Screencast-O-Matic.
GRADING RUBRICS:
1.Clear and thorough explanation of the history of the changing healthcare workforce. Includes comprehensive descriptions with multiple supporting examples for each of the SUB-BULLET POINTS.
2. Clear and thorough discussion of the challenges associated with the changing healthcare workforce. Includes comprehensive descriptions with multiple supporting examples for each of the SUB-BULLET POINTS.
3. Comprehensive analysis of the current state of healthcare.
Includes a clear and thorough assessment of improvements to the healthcare system over the last decade and supports assertions with multiple supporting examples.
.
CompetencyAnalyze financial statements to assess performance.docxbartholomeocoombs
Competency
Analyze financial statements to assess performance and to ensure organizational improvement and long-term viability
.
Scenario
In an ongoing effort to explore the feasibility of expanding services into rural areas of the state, leadership at Memorial Hospital has determined that conducting a review of its financial condition will be essential to ensuring the organization’s ability to successfully achieve its expansion goals.
Instructions
The CFO has provided you with a copy of the organization’s
financial statements
. This information will be critical in evaluating the organization’s financial capacity to support the proposed expansion of services into the rural areas of the state.
You are asked to review these financial statements (which include the Income Statement, Statement of Cash Flows, and the Balance Sheet) and prepare an executive summary outlining the financial strength of the organization and evidence to support the expansion. Your executive summary should include the following:
An overview of the issue.
A review of critical financial ratios (Liquidity, Solvency, Profitability, and Efficiency) based on financial statements.
Inferences of forecasts, estimates, interpretations, and conclusions based on the key ratios.
Provide a recommendation based on ration analysis.
Resources
This
link
has information for creating an executive summary.
Grading Rubric:
1.
Comprehensive identification of summary of the issue. Includes multiple examples or supporting details.
2. Clear and thorough review of critical financial ratios--Liquidity, Solvency, Profitability, and Efficiency--based on financial statements. Includes multiple examples or supporting details per topic.
3. Clear and thorough inferences of forecasts, estimates, interpretations, and conclusions based on the key ratios. Includes multiple examples or supporting details per topic.
4. Comprehensive recommendation, based on ration analysis. Includes multiple examples or supporting details.
.
More Related Content
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Question 3 Are the Company’s Prices and Costs CompetitiveOne o.docxsimonlbentley59018
Question 3: Are the Company’s Prices and Costs Competitive?
One of the most telling signs of whether a company’s business position is strong or precarious is whether its prices and costs are competitive with industry rivals.
Price-cost comparisons are especially critical in a commodity-product industry where the value provided to buyers is the same from seller to seller, price competition is typically the ruling force and lower-cost companies have the upper hand.
Two analytical tools are particularly useful in determining whether a company’s prices and costs are competitive and thus conducive to winning in the marketplace:
value chain analysis and benchmarking.
Core Concept
The higher a company’s costs are above those of close rivals, the more competitively vulnerable it becomes.
The Concept of a Company’s Value Chain
The value chain consists of two broad categories of activities:
a.
Primary activities: foremost in creating value for customers
b.
Support activities: facilitate and enhance the performance of primary activities
Figure 4.3, A Representative Company Value Chain, depicts the linked set of value creating activities.
Core Concept
A company’s
value chain identifies the primary activities that create customer value and the related support activities.
Why the Value Chains of Rival Companies Often Differ
A company’s value chain and the manner in which it performs each activity reflect the evolution of its own particular business and internal operations, its strategy, the approaches it is using to execute its strategy, and the underlying economics of the activities themselves.
Because these factors differ from company to company, the value chain of rival companies sometimes differs substantially – a condition that complicates the task of assessing rivals’ relative cost positions.
The Value Chain System for an Entire Industry
Accurately assessing a company’s competitiveness in end-use markets requires that company managers understand the entire value chain system for delivering a product or service to end-users, not just the company’s own value chain.
Core Concept
A company’s cost competitiveness depends not only on the costs of internally performed activities (its own value chain) but also on costs in the value chain of its suppliers and forward channel allies.
Suppliers’ value chains are relevant because suppliers perform activities and incur costs in creating and delivering the purchased inputs used in a company’s own value chain.
Forward channel and customer value chains are relevant because:
3.
a. The costs and margins of a company’s distribution allies are part of the price the end user pays
b. The activities that distribution allies perform affect the end user’s satisfaction
Figure 4.4, A Representative Value Chain for an Entire Industry, explores a value chain for an entire industry.
Activity-Based Costing: A To.
How to beat the competition with smart market positioning
What is a competitive advantage? What is positioning? Cost leadership/ differentiation. How can you assess the competition?
CompetencyAnalyze how human resource standards and practices.docxbartholomeocoombs
Competency
Analyze how human resource standards and practices within the healthcare field support organizational mission, visions, and values.
Scenario
Wynn Regional Medical Center (WRMC) is the premier hospital in your area. The hospital has been in your city for over 100 years. Over the past decade, the hospital has been losing money for various reasons, though primarily due to uncompensated care. You were recently hired as the Vice President for Human Resources at WRMC, and part of your responsibilities include presenting historical information to participants of the new employee orientation.
Instructions
Create a PowerPoint presentation detailing the changing nature of the healthcare workforce. The presentation should contain speaker notes for each slide or voiceover narration. The presentation should address the following topics and questions:
Historical information on the changing healthcare workforce
How have legislation and policies changed in the past decade?
How have patient demographics changed in the past decade (baby boomers, generation X, millennials, ethnicities)?
How have patient centric approaches changed in the past decade (use of the Internet and social media to gather health information)?
Challenges associated with the changing healthcare workforce
What are some of the challenges associated with the policy and legislative changes?
What are some challenges associated with demographic changes?
What are some of the challenges associated with patients “researching” their own health instead of going to the doctor?
Current state of healthcare
What have been some of the improvements to the healthcare system over the last decade?
Resources
This
link
has information for creating a PowerPoint presentation.
Here is a
link
to information about adding speaker notes.
Here is a
link
to information about creating a voiceover narration using Screencast-O-Matic.
GRADING RUBRICS:
1.Clear and thorough explanation of the history of the changing healthcare workforce. Includes comprehensive descriptions with multiple supporting examples for each of the SUB-BULLET POINTS.
2. Clear and thorough discussion of the challenges associated with the changing healthcare workforce. Includes comprehensive descriptions with multiple supporting examples for each of the SUB-BULLET POINTS.
3. Comprehensive analysis of the current state of healthcare.
Includes a clear and thorough assessment of improvements to the healthcare system over the last decade and supports assertions with multiple supporting examples.
.
CompetencyAnalyze financial statements to assess performance.docxbartholomeocoombs
Competency
Analyze financial statements to assess performance and to ensure organizational improvement and long-term viability
.
Scenario
In an ongoing effort to explore the feasibility of expanding services into rural areas of the state, leadership at Memorial Hospital has determined that conducting a review of its financial condition will be essential to ensuring the organization’s ability to successfully achieve its expansion goals.
Instructions
The CFO has provided you with a copy of the organization’s
financial statements
. This information will be critical in evaluating the organization’s financial capacity to support the proposed expansion of services into the rural areas of the state.
You are asked to review these financial statements (which include the Income Statement, Statement of Cash Flows, and the Balance Sheet) and prepare an executive summary outlining the financial strength of the organization and evidence to support the expansion. Your executive summary should include the following:
An overview of the issue.
A review of critical financial ratios (Liquidity, Solvency, Profitability, and Efficiency) based on financial statements.
Inferences of forecasts, estimates, interpretations, and conclusions based on the key ratios.
Provide a recommendation based on ration analysis.
Resources
This
link
has information for creating an executive summary.
Grading Rubric:
1.
Comprehensive identification of summary of the issue. Includes multiple examples or supporting details.
2. Clear and thorough review of critical financial ratios--Liquidity, Solvency, Profitability, and Efficiency--based on financial statements. Includes multiple examples or supporting details per topic.
3. Clear and thorough inferences of forecasts, estimates, interpretations, and conclusions based on the key ratios. Includes multiple examples or supporting details per topic.
4. Comprehensive recommendation, based on ration analysis. Includes multiple examples or supporting details.
.
CompetencyAnalyze ethical and legal dilemmas that healthcare.docxbartholomeocoombs
Competency
Analyze ethical and legal dilemmas that healthcare workers may encounter in the medical field.
Instructions
You have recently been promoted to Health Services Manager at Three Mountains Regional Hospital, a small hospital located in a mid-size city in the Midwest. Three Mountains is a general medical and surgical facility with 400 beds. Last year there were approximately 62,000 emergency visits and 15,000 admissions. More than 6,000 outpatient and 10,000 inpatient surgeries were performed.
An important aspect of the provider/patient relationship pertains to open communication and trust. Patients want to know that their doctors and the support staff associated with their care understand their wishes and will abide by them. Ideally, these conversations happen well before an emergency or procedure takes place; however, often times this information is missing from a patient's file. As part of Three Mountains' initiative to build trust with their patients, an increased emphasis has been placed on obtaining living wills from the patient as part of the intake process to ensure that the healthcare team has written directives of the patient's wishes in case of incapacitation. You will be creating a living will for a patient and provide educational information as to why the patient should fill it out during the admission process before a procedure.
Introduction:
Explain the definition of a living will and its key components. This section will provide an educational overview of the document for the patient.
Living Will Template:
Create a living will that can serve as a template to the patients. This should cover the basic treatment issues such as resuscitation, feeding tubes, ventilation, organ and tissue donations, etc. Provide instructions in the template that can be easily altered, depending on each patient's wishes.
Summary:
In this section, you will discuss the importance of this document and encourage patients to complete it. Address how this document ensures that a patient's wishes are known and followed by the healthcare team.
NOTE
- APA formatting and proper grammar, punctuation, and form required. APA help is available
here.
.
CompetencyAnalyze ethical and legal dilemmas that healthcare wor.docxbartholomeocoombs
Competency
Analyze ethical and legal dilemmas that healthcare workers may encounter in the medical field.
Instructions
You have recently been promoted to Health Services Manager at Three Mountains Regional Hospital, a small hospital located in a mid-size city in the Midwest. Three Mountains is a general medical and surgical facility with 400 beds. Last year there were approximately 62,000 emergency visits and 15,000 admissions. More than 6,000 outpatient and 10,000 inpatient surgeries were performed.
An important aspect of the provider/patient relationship pertains to open communication and trust. Patients want to know that their doctors and the support staff associated with their care understand their wishes and will abide by them. Ideally, these conversations happen well before an emergency or procedure takes place; however, often times this information is missing from a patient's file. As part of Three Mountains' initiative to build trust with their patients, an increased emphasis has been placed on obtaining living wills from the patient as part of the intake process to ensure that the healthcare team has written directives of the patient's wishes in case of incapacitation. You will be creating a living will for a patient and provide educational information as to why the patient should fill it out during the admission process before a procedure.
Introduction:
Explain the definition of a living will and its key components. This section will provide an educational overview of the document for the patient.
Living Will Template:
Create a living will that can serve as a template to the patients. This should cover the basic treatment issues such as resuscitation, feeding tubes, ventilation, organ and tissue donations, etc. Provide instructions in the template that can be easily altered, depending on each patient's wishes.
Summary:
In this section, you will discuss the importance of this document and encourage patients to complete it. Address how this document ensures that a patient's wishes are known and followed by the healthcare team.
NOTE
- APA formatting and proper grammar, punctuation, and form required.
.
CompetencyAnalyze collaboration tools to support organizatio.docxbartholomeocoombs
Competency
Analyze collaboration tools to support organizational goals.
Scenario
You are a new manager at Elliot Building Supplies International who has seen huge success in managing your global team remotely. This success has been shown in the team outcomes/production and employee satisfaction and engagement. Senior leadership has taken notice of your success and has asked you to create a presentation to share with your peers, who also manage remotely, that explains the best collaboration tools for remote teams. Also, you will explain the best way to manage effectively and create a motivating and satisfying work environment that supports collaboration.
Instructions
You will need to include the following in your PowerPoint presentation.
Presentation welcome/introduction slide.
Collaboration tools that you have used to be successful.
This should include at least 4 different types of tools.
Each type should be explained in detail, along with the benefits it provides.
Critical skills to successfully manage remote employees.
Closing slide to share final thoughts and ideas.
.
Competency Checklist and Professional Development Resources .docxbartholomeocoombs
Competency Checklist and Professional Development Resources
An important and yet often overlooked function of leadership in an early childhood program is the ability to positively influence the people in the program. For this group assignment, consider the characteristics of a leader who can support and lead teachers in reflective teaching. This type of self-reflection is the first step to understanding how a supervisor supports teachers to accomplish their goals through mentoring. For this assignment, your group will need to address the following two components:
Part 1
: Consider the following question as your group completes the competency checklist below: What might be evidence that a teacher leader possesses the competence to also be a mentor? You are encouraged to evenly divide the competencies among your group, so that each member contributes to providing brief examples of interactions while highlighting the characteristic(s) that demonstrates each competency. While this portion can be completed independently, you should then collaborate to ensure that each group member provides feedback before submitting the full collaborative document.
Competency Checklist
Competency
Describe an example of a teacher-leader with children (when acting as a teacher)
Describe an example of a teacher-leader with adults (when acting as a supervisor)
Listens well, does not interrupt, and respects the pace of the other person
Is able to wait for others to discover solutions, form own ideas, and reflect
Asks questions that encourage details
Is aware of and comfortable with his or her feelings and the emotions of others
Is responsive to others
Guides, nurtures, supports, and empathizes
Integrates emotion and intellect
Fosters reflection or wondering by others
Is aware of how others’ reactions affect a process of dialogue and reflection, including sensitivity to bias and cultural context
Is willing to have consistent and predictable meeting times and places
Is flexible and available
Is able to form trusting relationships
Part 2:
Professional Development Resources Document
–Early childhood programs have numerous curriculum options which may contribute to a need to support teachers and staff in a curriculum context they are not familiar with. Therefore, as we prepare to support protégés, we can refer to the National Association of the Education of Young Children core standards for professional development, to promote the use of best practices. These six core standards, briefly describe what early childhood professionals should know and be able to do. After reading each of the
NAEYC Standards for Early Childhood Professional Preparation Programs (Links to an external site.)
, focus on the first four standards:
STANDARD 1.
PROMOTING CHILD DEVELOPMENT AND LEARNING
STANDARD 2.
BUILDING FAMILY AND COMMUNITY RELATIONSHIPS
STANDARD 3.
OBSERVING, DOCUMENTING, AND ASSESSING TO SUPPORT YOUNG CHILDREN AND FAMILIES
STANDARD 4.
US.
Competency 6 Enagage with Communities and Organizations (3 hrs) (1 .docxbartholomeocoombs
Competency 6: Enagage with Communities and Organizations (3 hrs) (1 to 2 Pages)
Behavior: use empathy, reflection, and interpersonal skills to effectively engage diverse clients and constituencies.
For this assignment, you are to explore how your community is addressing the needs of its citizens during the CoVID 19 situation. Explore how you can consult and connect with community leaders and organizations to be a part of solutions in your community. Provide a detailed account of your exploration of community needs, as well as how you participated at the community level to address the needs of your community.
.
Competency 2 Examine the organizational behavior within busines.docxbartholomeocoombs
Competency 2: Examine the organizational behavior within business systems
Provide the name of the corporation you will be using as the basis for this project.
Provide the organization’s purpose or mission statement.
Describe the organization's industry.
Provide the name and position of the person interviewed during this portion of the assignment (indicate as much pertinent information (e.g., length of service with company, previous roles in the company, educational background, etc.).
Provide the list of interview questions you asked the manager/executive.
Indicate which two - three of the following concepts from this competency that you intend to evaluate the organization/team on and describe the company’s/team’s current situation with each topic you’ve selected:
Motivational theories
Psychological contract
Job design
Use of evaluation, feedback and rewards
Misbehavior
Individual or organizational stress
Provide citations in APA format for any references
.
CompetenciesEvaluate the challenges and benefits of employ.docxbartholomeocoombs
Competencies
Evaluate the challenges and benefits of employing a diverse workforce.
Design a plan for conducting business and managing employees in a global society.
Critique the actions of organizations as they integrate diverse perspectives into their cultures.
Evaluate the role of identity, diverse segments, and cultural backgrounds within organizations.
Attribute different cultural perspectives to current social-cultural dimensions.
Analyze the importance of managing a diverse workforce.
Scenario Information
Your company has been nominated for a national diversity award associated with your efforts and dedication to diversity initiatives in the workplace and their impact on the organization and community. You have been asked to summarize your efforts for the year in a slide presentation for the diversity committee who selects the winner. Be sure to include details of the changes you made in your organization and the impact the changes made.
Instructions
As part of your nomination, you have been asked to create a slide presentation including a voice recording for your entry (Voice Recording not needed). Remember your audience when giving your presentation and include the following slides:
Title slide
Highlighting the importance of workplace diversity
Discussing the points that were included in your diversity plan
Describing how culture and inclusion impact your organization
Providing examples of how diverse workgroups work together in the workplace
Gives examples of strategies used to incorporate Hofstede's cultural dimensions in a global workforce
Provides best practices for managers associated with managing a diverse, global workforce
Conclusion slide that includes a summary of why you should win this award
Any additional, relevant information
References
.
CompetenciesDescribe the supply chain management principle.docxbartholomeocoombs
Competencies
Describe the supply chain management principles through the flow of information, materials, services, and resources.
Analyze the external and internal drivers that influence supply chain principles.
Evaluate supply chain management operational best practices.
Compare the nature of logistics operations and services in both international and domestic contexts.
Apply strategic supply chain management to logistics systems.
Analyze different software systems and technology strategies used in supply chain management.
Scenario
You have just been promoted to Senior Analyst at Mitchell Consulting, a firm that specializes in providing managerial expertise in supply chain management. After completing many assignments under the supervision of a Senior Analyst, your role now allows you to make selections for clients. You are assigned a new client, Scent
Solution
s. Your new manager, Partner Ronda Anderson, has directed you to work on this case and provide analysis and options to resolve the problems directly to the client.
Scent
.
CompetenciesABCDF1.1 Create oral, written, or visual .docxbartholomeocoombs
Competencies
A
B
C
D
F
1.1: Create oral, written, or visual communications appropriate to the audience, purpose, and context.
4 points
Key Criteria: Tailors communication to purpose, context, and target audience. Clearly articulates the thesis and purpose, and supports the thesis and purpose with authentic and appropriate evidence. Provides smooth transitions and leaves no awkward gaps from point to point. Shows coherent progress from the introduction to the conclusion with no unnecessary sections.
3 points
Key Criteria: Tailors communication to purpose, context, and target audience. Articulates the thesis and purpose, and supports the thesis and purpose with authentic and appropriate evidence. Generally provides smooth transitions and leaves few awkward gaps from point to point. Shows identifiable progress from the introduction to the conclusion with no unnecessary sections.
2 points
Key Criteria: Considers the purpose, context, and target audience. Articulates the thesis and purpose, and shows some evidence supporting both. Some transitions are not smooth, and there are occasional gaps or awkward connections from point to point. There is a sense of progress from the introduction through the conclusion, but the organization may not be completely clear.
1 point
Key Criteria: Does not tailor communication well in terms of purpose, context, and target audience. Provides a weak thesis, unclear purpose, and little or no evidence to support points. Transitions may be rough or nonexistent, and there are significant gaps or connections between points that leave sections incomprehensible. Progress from the introduction through the conclusion is difficult to decipher, and there may be some material that is unrelated to thesis and purpose.
0 points
Key Criteria: Does not tailor communication in terms of purpose, context, and target audience. Lacks a good thesis and has little or no evidence to support a thesis. Transitions are rough or nonexistent, and there are few discernable connections from point to point. There is no identifiable progress from the introduction through the conclusion, and/or there is substantial material that is unrelated to thesis and purpose.
1.2: Communicate using appropriate writing conventions, including spelling, grammar, mechanics, word choice, and format.
4 points
Uses a format that is highly appropriate to the writing task and carefully tailors the style and tone to the specific audience. Aligns both the writing style and grammar usage to standards appropriate to the task.
3 points
Uses a format that is appropriate to the writing task and tailors the style and tone to the specific audience. Aligns both the writing style and grammar usage to standards appropriate to the task.
2 points
Generally has a clear purpose, but there may be a gap between the format used and the writing task. Fails to fully align the style and tone to the audience, or fails to fully define the audience for the writing task. Has some style or grammar.
COMPETENCIES734.3.4 Healthcare Utilization and Finance.docxbartholomeocoombs
COMPETENCIES
734.3.4
:
Healthcare Utilization and Finance
The graduate analyzes financial implications related to healthcare delivery, reimbursement, access, and national initiatives.
INTRODUCTION
It is essential that nurses understand the issues related to healthcare financing, including local, state, and national healthcare policies and initiatives that affect healthcare delivery. As a patient advocate, the professional nurse is in a position to work with patients and families to access available resources to meet their healthcare needs.
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. An originality report is provided when you submit your task that can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
A. Compare the U.S. healthcare system with the healthcare system of Great Britain, Japan, Germany, or Switzerland, by doing the following:
1. Identify
one
country from the following list whose healthcare system you will compare to the U.S. healthcare system: Great Britain, Japan, Germany, or Switzerland.
2. Compare access between the
two
healthcare systems for children, people who are unemployed, and people who are retired.
a. Discuss coverage for medications in the two healthcare systems.
b. Determine the requirements to get a referral to see a specialist in the two healthcare systems.
c. Discuss coverage for preexisting conditions in the two healthcare systems.
3. Explain
two
financial implications for patients with regard to the healthcare delivery differences between the two countries (i.e.; how are the patients financially impacted).
B. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.
C. Demonstrate professional communication in the content and presentation of your submission.
File Restrictions
File name may contain only letters, numbers, spaces, and these symbols: ! - _ . * ' ( )
File size limit: 200 MB
File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z
RUBRIC
A1:COUNTRY TO COMPARE
NOT EVIDENT
A country for comparison is not identified.
APPROACHING COMPETENCE
The identified country for comparison is not from the given list.
COMPETENT
The identified country for comparison is from the given list.
A2:ACCESS
NOT EVIDENT
A comparison of healthcare system access is not provided.
APPROACHING COMPETENCE
The comparison does not acc.
Competencies and KnowledgeWhat competencies were you able to dev.docxbartholomeocoombs
Competencies and Knowledge
What competencies were you able to develop in researching and writing the course Comprehensive Project? How did you leverage knowledge gained in the assignments (Units 1–4) in completing the Comprehensive Project? How will these competencies and knowledge support your career advancement in management
.
Competencies and KnowledgeThis assignment has 2 parts.docxbartholomeocoombs
Competencies and Knowledge
This assignment has 2 parts:
What competencies were you able to develop in researching and writing the course Comprehensive Project? How did you leverage knowledge gained in the intellipath assignments (Units 1- 4) in completing the Comprehensive Project? How will these competencies and knowledge support your career advancement in management?
Discuss the similarities and differences between shareholder wealth maximization and stakeholder wealth maximization.
.
Competencies and KnowledgeThis assignment has 2 partsWhat.docxbartholomeocoombs
Competencies and Knowledge
This assignment has 2 parts:
What competencies were you able to develop in researching and writing the course Comprehensive Project? How did you leverage knowledge gained in the intellipath assignments (Units 1- 4) in completing the Comprehensive Project? How will these competencies and knowledge support your career advancement in management?
Discuss the similarities and differences between shareholder wealth maximization and stakeholder wealth maximization.
.
Competences, Learning Theories and MOOCsRecent Developments.docxbartholomeocoombs
Competences, Learning Theories and MOOCs:
Recent Developments in Lifelong Learning
Karl Steffens
Introduction
We think of our societies as ‘knowledge societies’ in which lifelong learning is
becoming increasingly important. Lifelong learning refers to the idea that people
not only learn in schools and universities, but also in non-formal and informal
ways during their lifespan.The concepts of lifelong learning and lifelong education
began to enter the discourse on educational policies in the late 1960s (Tuijnman
& Boström, 2002). However, these are related, but distinct concepts. As Lee (2014,
p. 472) notes ‘the terminological change (from lifelong education, continuing
education and adult education, to lifelong learning) reflects a conceptual departure
from the idea of organised educational provision to that of a more individualised
pursuit of learning’.
One of the first important documents on lifelong learning was the report of the
International Commission on the Development of Education to UNESCO in
1972, titled ‘Learning to be. The world of education today and tomorrow’. In his
introductory letter to the Director-General of UNESCO, the chairman of the
Commission, Edgar Faure, stated that the work of the Commission was based on
four assumptions (see Elfert pp. and Carneiro pp. in this issue). The first was
related to the idea that there was an international community which was united by
common aspirations and the second was the belief in democracy and in education
as its keystones. The third was ‘that the aim of development is the complete
fulfilment of man, in all the richness of his personality, the complexity of his forms
of expression and his various commitments — as individual, member of a family
and of a community, citizen and producer, inventor of techniques and creative
dreamer’. The last assumption was that ‘only an over-all, lifelong education can
produce the kind of complete man, the need for whom is increasing with the
continually more stringent constraints tearing the individual asunder’ (Faure,
1972, p. vi).
Following the Faure Report, the UNESCO Institute for Education, which
was founded in Germany in 1951, started to focus on lifelong learning and
subsequently became the UNESCO Institute for Lifelong Learning (UIL, http://
uil.unesco.org/home/). It was under its leadership that a formal model of lifelong
education was developed and published in the book ‘Towards a System of Life-
long Education’ (Cropley, 1980). The concept of lifelong learning also became
manifest in the ‘Education for All’ (EFA) agenda that was launched at the World
Conference on Education for All which took place in Jomtien (Thailand) in
1990 (Inter-Agency Commission, 1990). Ten years later, at the World Education
Forum in Dakar (Senegal) in 2000, the Dakar Framework for Action was
designed ‘to enable all individuals to realize their right to learn and to fulfil their
responsibility to contribute to the development of their society’ (UNESCO,
2000, p..
Compensation & Benefits Class 700 words with referencesA stra.docxbartholomeocoombs
Compensation & Benefits Class 700 words with references
A strategic purpose for a well-blended compensation program, one that includes various types of direct compensation, is gaining employee commitment and productivity. One of the most effective tactics for this strategy is designing a process for linking individual achievement to organizational goals.
Prepare a report to senior leaders addressing the following:
·
Explain the concept of tying performance to organizational goals.
·
Describe the different types of individual and group-level performance measurements.
·
What are the advantages and disadvantages of individual versus group-level performance recognition?
·
Discuss the options an organization has to link individual or group monetary rewards to organizational success.
·
Develop recommendations for how to implement, monitor, and evaluate such a program.
.
Compensation, Benefits, Reward & Recognition Plan for V..docxbartholomeocoombs
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Learning Team B
HRM 595
December 19, 2017
Rosalie M. Lopez
Running head: COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
1
COMPENSATION, BENEFITS, REWARD & RECOGNITION PLAN
2
Compensation, Benefits, Reward & Recognition Plan for V.P. Operations
Introduction
Base Salary Range
For the position of VP of Operations, the National Average Salary is $122,624. In San Francisco, the average is higher and placed at $155,946. This amount is 16% higher than the National Average (Payscale, 2016). The reason for this increase is because of experience and geography. These are the two prime factors that impact the pay scale. Another major factor is the employer. Most employers base their decision to hire an individual on the experience they bring with them. Of course, with more experience, higher pay is required. With our company cutting cost a less experienced individual would be the best fit for the position.
Standard Employee Benefit
In many cases, your employee benefits could be the turning point for a prospective employee. This benefit is a vital portion of any employee packet. These valuable benefits are used as a blanket of security in the case of any sickness, injury, unemployment, old age, or death (Gomez-Mejia, Balkin & Cardy, 2015, p. 362). There is a significant difference between incentives and benefits: benefits are financial and nonfinancial compensations that are indirect to the employee. To have a competitive strategy Blossoms Up! must align their profits with the compensation package that has been already put in place. This action will help provide flexibility to the amount and the benefits available (Gomez-Mejia et al., 2015).
There are also some benefits that most companies are legally obligated to provide. Three benefits are required regardless of the number of employees that the company has. These interests involve social security, workers compensation, and unemployment insurance (Gomez-Mejia et al., 2015). Other laws must be adhered to when dealing with a certain number of individuals. When a company has 50 or more employee they must have the Family and Medical Leave Act in place and since its induction in 2015 the Affordable Care Act for Health Insurance for companies with 20 or more employees. For the health insurance to be considered standard medical, vision and dental plans must be made available to the business. These programs that must be regarded as being under the Health Maintenance Organization (HMO) or a Preferred Provider Organization (PPO) (Gomez-Mejia et al., 2015).
There are some voluntary benefits that we can include. We are already looking into adding a pension package using the Defined Contribution Plan as well as the 401(K) plan (Gomez-Mejia et al., 2015). Life insurance is another excellent benefit that could be added to the package as well as short-term and long-term disability insurance. Adding Vacation and PTO, and Holiday pay is .
Compete the following tablesTheoryKey figuresKey concepts o.docxbartholomeocoombs
Compete the following tables:
Theory
Key figures
Key concepts of personality formation
Explanation of the disordered personality
Scientific credibility
Comprehensiveness
Applicability
Attachment
Complete the following...200-300 words..
Is Freud's theory a viable theory for this century?
Provide reasons for
your
view.
.
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
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
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.
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.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
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.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Overview on Edible Vaccine: Pros & Cons with Mechanism
Chapter 5 Supplementary NotesThe Five Generic Competitive Strate.docx
1. Chapter 5 Supplementary Notes
The Five Generic Competitive Strategies
Chapter Overview
Chapter Five describes the five basic competitive strategy
options – which of the five to employ is a company’s first and
foremost choice in crafting overall strategy and beginning its
quest for competitive advantage.
Introduction
By
competitive strategy we mean the specifics of
management’s game plan for competing successfully – how it
plans to position the company in the marketplace, its specific
efforts to please customers, and improve its competitive
strength, and the type of competitive advantage it wants to
establish.
Core Concept
A
competitive strategy concerns the specifics of
management’s game plan for competing successfully and
achieving a competitive advantage over rivals.
A company achieves
competitive advantage whenever it has some type of
edge over rivals in attracting buyers and coping with
competitive forces. There are many routes to competitive
advantage, but they all involve
giving buyers what they perceive as superior value.
Delivering superior value – whatever form it takes – nearly
always requires performing value chain activities differently
than rivals and building competencies and resource capabilities
that are not readily matched.
The Five Generic Competitive Strategies
2. There are countless variations in the competitive strategies that
companies employ, mainly because each company’s strategic
approach entails custom-designed actions to fit its own
circumstances and industry environment.
The biggest and most important differences among competitive
strategies boil down to:
List of Market Segments for the Retail Clothing Market
Differentiating Your Brand in the Digital World
1. Whether a company’s market target is broad or narrow
1. Whether the company is pursuing a competitive advantage
linked to low costs or product differentiation
These two factors give rise to five competitive strategy options
for staking out a market position, operating the business, and
delivering values to customers.
Five distinct competitive strategy approaches stand out:
1. A
low-cost provider strategy: striving to achieve lower
overall costs than rivals and appealing to a broad spectrum of
customers, usually by underpricing rivals.
1.
A broad differentiation strategy: seeking to differentiate
the company’s product/service offering from rivals’ in ways
that will appeal to a broad spectrum of buyers
0. A
best-cost provider strategy: giving customers more
value for the money by incorporating good-to-excellent product
attributes at a lower cost than rivals; the target is to have the
lowest (best) costs and prices compared to rivals offering
products with comparable attributes
3. 0.
A focused or market niche strategy based on lower cost:
concentrating on a narrow buyer segment and outcompeting
rivals by serving niche members at a lower cost than rivals
0. A
focused or market niche strategy based on
differentiation: concentrating on a narrow buyer segment and
outcompeting rivals by offering niche members customized
attributes that meet their tastes and requirements better than
rivals products
Figure 5.1, The Five Generic Competitive Strategies — Each
Stakes Out a Different Position in the Marketplace, examines
how each of the five strategies stakes out a different market
position.
Low-Cost Provider Strategies
A company achieves low-cost leadership when it becomes the
industry’s lowest-cost provider rather than just being one of
perhaps several competitors with comparatively low costs.
In striving for a cost advantage over rivals, managers must take
care to include features that buyers consider essential.
For maximum effectiveness, companies employing a low-cost
provider strategy need to achieve their cost advantage in ways
difficult for rivals to copy or match.
Core Concept
A low-cost leader’s basis for competitive advantage is lower
overall costs than competitors. Successful low-cost leaders are
exceptionally good at finding ways to drive costs out of their
businesses and still provide a product or service that buyers find
4. acceptable.
A low-cost advantage over rivals has enormous competitive
power, sometimes enabling a company to achieve faster rates of
growth and frequently helping to boost a company’s
profitability. A company has two options for translating a low-
cost advantage over rivals into attractive profit performance:
1.
Option 1: use the lower-cost edge to underprice
competitors and attract price-sensitive buyers in great numbers
to increase total profits
2.
Option 2: maintain the present price, be content with
the current market share, and use the lower-cost edge to earn
higher profit margin on each unit sold
Illustration Capsule 5.1, Nucor Corporation’s Low-Cost
Provider Strategy, describes Nucor Corporation’s strategy for
gaining low-cost leadership in manufacturing a variety of steel
products.
The Two Major Avenues for Achieving a Cost Advantage
To achieve a low-cost advantage over rivals, a firm’s
cumulative costs across its overall value chain are lower than
competitors’ cumulative costs. There are two ways to
accomplish this:
1. Do a better job than rivals of performing value chain
activities more cost-effectively.
2. Revamp the firm’s overall value chain to eliminate or bypass
some cost-producing activities
Cost-Efficient Management of Value Chain Activities:
Managers must launch a concerted, ongoing effort to ferret out
cost-saving opportunities in every part of the value chain.
1.
Striving to capture all available economies of sale -In
5. global industries, making separate products for each country
market instead of selling a mostly standard product worldwide
tends to boost unit costs because of lost time in the model
changeover, shorter production runs, and inability to reach the
most economic scale of production for each country model.
2.
Taking full advantage of learning and experience curve
effects – aggressively managed low-cost providers pay diligent
attention to capturing the benefits of learning and experience
and to keeping these benefits proprietary to whatever extent
possible.
3.
Trying to operate facilities at full capacity – higher
rates of capacity utilization allow depreciation and other fixed
costs to be spread over a larger unit volume, thereby lowering
fixed costs per unit.
4.
Improving supply chain efficiency – A company with a
distinctive competence in cost-efficient supply chain
management can sometimes achieve a sizeable cost advantage
over less adept rivals.
5. Using lower cost inputs wherever doing so will not entail too
great a sacrifice in quality
6.
Using the company’s bargaining power vis-à-vis
suppliers or other in the value chain to gain concessions – Home
Depot, for example, has sufficient bargaining clout with
suppliers to win price discounts on large-volume purchases.
7.
Using communication systems and information
technology to achieve operating efficiencies – Numerous
6. companies now have online systems and software that turn
formerly time-consuming and labor-intensive tasks like
purchasing, inventory management, invoicing, and bill payment
into speedily performed mouse clicks.
8.
Employing advanced production technology and process
design to improve overall efficiency – Companies can also
achieve substantial efficiency gains through process innovation
or through approaches such as business process management,
business process re-engineering, and total quality management
that aim to coordinate production activities and drive
continuous improvement in productivity and quality.
9.
Concessions being alert to the cost advantages of
outsourcing or vertical integration – Outsourcing the
performance of certain value chain activities can be more
economical than performing them in-house if outside
specialists, by virtue of their expertise and volume, can perform
the activities at lower cost.
10.
Integration Motivating employees through incentives
and company culture – A company’s incentive system can
encourage not only greater worker productivity but also cost-
saving innovations that come from worker suggestions.
Revamping the Value Chain to Curb or Eliminate Unnecessary
Activities: Dramatic costs advantages can emerge from finding
innovative ways to eliminate or bypass cost-producing value
chain activities. There are two primary ways companies can
achieve a cost advantage by reconfiguring their value chains
include:
· Selling direct to consumers and bypassing the activities and
7. costs of distributors and dealers
· Coordinating with suppliers to bypass the need to perform
certain value chain activities, speed up their performance, or
otherwise increase overall efficiency
· Reducing materials handling and shipping costs by having
suppliers locate their plants or warehouses close to the
company’s own facilities
Illustration Capsule 5.2, How Walmart Managed Its Value
Chain to Achieve a Huge Low-Cost Advantage over Rival
Supermarket Chains, describes how Wal-Mart has managed its
value chain in the retail grocery portion of its business to
achieve dramatic cost advantage over rival supermarket chains.
Examples of Companies That Revamped Their Value Chains to
Reduce Costs: One example of accruing significant cost
advantages from creating altogether new value chain systems
can be found in the beef-packing industry. Southwest Airlines
has reconfigured the traditional value chain of commercial
airlines to lower costs and thereby offer dramatically lower
fares to passengers. Dell Computer has proved a pioneer in
redesigning its value chain architecture in assembling and
marketing personal computers.
The Keys to Success in Achieving Low-Cost Leadership
To succeed with a low-cost provider strategy, company
managers have to scrutinize each cost creating activity and
determine what drives its cost.
Core Concept
Success in achieving a low-cost edge over rivals comes from
out-managing rivals in figuring out how to perform value chain
activities most cost-effectively and eliminating or curbing
nonessential value chain activities.
While low-cost providers are champions of frugality, they are
usually aggressive in investing in resources and capabilities that
promise to drive costs out of the business.
Wal-Mart is one of the foremost practitioners of low-cost
8. leadership. Other companies noted for their successful use of
low-cost provider strategies include Lincoln Electric, Briggs &
Stratton, Bic, Black & Decker, Stride Rite, Beaird-Poulan, and
General Electric and Whirlpool.
When a Low-Cost Provider Strategy Works Best
A competitive strategy predicated on low-cost leadership is
particularly powerful when:
1. Price competition among rival sellers is especially vigorous
2. The products of rival sellers are essentially identical and
suppliers are readily available from any of several eager sellers
3. There are a few ways to achieve product differentiation that
have value to buyers
4. Most buyers use the product in the same ways
5. Buyers incur low costs in switching their purchases from one
seller to another
6. Buyers are large and have significant power to bargain down
prices
7. Industry newcomers use introductory low prices to attract
buyers and build a customer base
Core Concept
A low-cost provider is in the best position to win the business
of price-sensitive buyers, set the floor on market price, and still
earn a profit.
The Pitfalls of a Low-Cost Provider Strategy
Perhaps the biggest pitfall of a low-cost provider strategy is
getting carried away with overly aggressive price cutting and
ending up with lower, rather than higher, profitability.
1. A low-cost/low-price advantage results in superior
profitability only if (1) prices are cut by less than the size of the
cost advantage or (2) the added value gains in unit sales are
large enough to bring in bigger total profit despite lower
margins per unit sold.
2. A second big pitfall is not emphasizing avenues of cost
advantages that can be kept proprietary or that relegate rivals to
playing catch-up.
3. A third pitfall is becoming too fixated on cost reduction.
9. Even if these mistakes are avoided, a low-cost competitive
approach still carries risk.
Broad Differentiation Strategies
Differentiation strategies are attractive whenever buyers’ needs
and preferences are too diverse to be fully satisfied by a
standardized product or by sellers with identical capabilities.
Core Concept
The essence of a broad differentiation strategy is to be unique in
ways that are valuable to a wide range of customers.
Successful differentiation allows a firm to:
1. Command a premium price for its product
2. Increase unit sales (because additional buyers are won over
by the differentiating features)
3. Gain buyer loyalty to its brand (because some buyers are
strongly bonded to the differentiating features of the company’s
product offering)
Differentiation enhances profitability whenever the extra price
the product commands outweighs the added costs of achieving
the differentiation.
Types of Differentiation Themes
Companies can pursue differentiation from many angles. The
most appealing approaches to differentiation are those that are
hard or expensive for rivals to duplicate.
Core Concept
Easy to copy differentiating features cannot produce sustainable
competitive advantage; differentiation based on competencies
and capabilities tend to be more sustainable.
Where along the Value Chain to Create the Differentiating
Attributes
Differentiation opportunities can exist in activities all along an
industry’s value chain; possibilities include the following:
1. Supply chain activities that ultimately spill over to affect the
performance or quality of the company’s end product.
2. Product R&D activities that aim at improved product designs
and performance features, expanded end uses and applications,
more frequent first-on-the market victories, wider product
10. variety and selection, added user safety, greater recycling
capability, or enhanced environmental protection.
3. Production R&D and technology-related activities that permit
custom-order manufacture at an efficient cost, make production
methods safer for the environment or improve product quality,
reliability, and appearance.
4. Manufacturing activities that reduce product defects, prevent
premature product failure, extend product life, allow better
warranty coverages, improve the economy of use, result in more
end-user convenience, or enhance product appearance.
5. Distribution and shipping activities that allow for fewer
warehouse and on-the-shelf stockouts, quick delivery to
customers, more accurate order filling, and/or lower shipping
costs.
6. Marketing, sales, and customer service activities that result
in superior technical assistance to buyers, faster maintenance
and repair services, more and better product information
provided to customers, more and better training materials for
end users, better credit terms, quicker order processing, or
greater customer convenience.
Managers need a keen understanding of the sources of
differentiation and the activities that drive uniqueness to devise
a sound differentiation strategy and evaluate various
differentiation approaches.
The Four Best Routes to Competitive Advantage via a Broad
Differentiation Strategy
While it is easy enough to grasp that a successful differentiation
strategy must entail creating buyer value in ways unmatched by
rivals, the big question is which of four basic differentiating
approaches to take in delivering unique buyer value.
1. One route is to incorporate product attributes and user
features that lower the buyer’s overall costs of using the
product.
2. A second route is to incorporate features that raise product
performance.
3. A third route is to incorporate features that enhance buyer
11. satisfaction in noneconomic or intangible ways.
4. A fourth route is to differentiate on the basis of capabilities –
to deliver value to customers via competitive capabilities that
rivals do not have or cannot afford to match.
Core Concept
A differentiator’s basis for competitive advantage is either a
product/service offering whose attributes differ significantly
from the offering of rivals or a set of capabilities for delivering
customer value that rivals do not have.
The Importance of Perceived Value and Signaling Value
Buyers seldom pay for the value they do not perceive, no matter
how real the unique extras may be. Thus, the price premium
commanded by a differentiation strategy reflects the value
actually delivered to the buyer and the value perceived by the
buyer.
Signals of value that may be as important as actual value
include:
1. when the nature of differentiation is subjective or hard to
quantify
2. when buyers are making first-time purchases
3. when repurchase is infrequent
4. when buyers are unsophisticated.
When a Differentiation Strategy Works Best
Differentiation strategies tend to work best in a market
circumstance where:
1. Buyer needs and uses of the product are diverse
2. here are many ways to differentiate the product or service
and many buyers perceive these differences as having value
3. Few rival firms are following a similar differentiation
approach
4. Technological change is fast-paced and competition revolves
around rapidly evolving product features
Core Concept
Any differentiating feature that works well is a magnet for
imitators.
12. The Pitfalls of a Differentiation Strategy
Differentiation strategies can fail for any of several reasons.
1. Attempts at differentiation are doomed to fail if competitors
can quickly copy most or all of the appealing product attributes
a company comes up with.
2. A second pitfall is that the company’s differentiation strategy
produces a ho-hum market reception because buyers see little
value in the unique attributes of a company’s product.
3. The third big pitfall of a differentiation strategy is
overspending on efforts to differentiate the company’s product
offering, thus eroding profitability
Other common pitfalls and mistakes in pursuing differentiation
may include:
1. Over-differentiating so that the product quality or service
level exceeds buyers’ needs
2.
Trying to charge too high a price premium
3. Being timid and not striving to open up meaningful gaps in
quality or service or performance features vis-E0-vis the
products of rivals – tiny differences between rivals’ product
offerings may not be visible or important to buyers
A low-cost provider strategy can defeat a differentiation
strategy when buyers are satisfied with a basic product and do
not think extra attributes are worth a higher price.
Best-Cost Provider Strategies
Best-cost provider strategies aim at giving customers more
value for the money. The objective is to deliver superior value
to buyers by satisfying their expectations on key
quality/service/features/performance attributes and beating their
expectations on price.
A company achieves best-cost status from an
ability to incorporate attractive attributes at a lower
cost than rivals.
Best-cost provider strategies stake out a middle ground between
13. pursuing a low-cost advantage and a differentiation advantage
and between appealing to the broader market as a whole and a
narrow market niche.
From a competitive positioning standpoint,
best-cost strategies are a hybrid, balancing a strategic
emphasis on low cost against a strategic emphasis on
differentiation.
The competitive advantage of a best-cost provider is lower costs
than rivals in incorporating good-to-excellent attributes, putting
the company in a position to underprice rivals whose products
have similar appealing attributes.
When a Best-Cost Provider Strategy Works Best
A best-cost provider strategy is very appealing in markets where
buyer diversity makes product differentiation the norm and
where many buyers are also sensitive to price and value.
Illustration Capsule 5.3, Toyota’s Best-Cost Producer Strategy
for Its Lexus Line, describes how Toyota has used a best-cost
approach with its Lexus models.
The Big Risk of a Best-Cost Provider Strategy
The danger of a best-cost provider strategy is that a company
using it will get squeezed between the strategies of firms using
low-cost and differentiation strategies.
To be successful, a best-cost provider must offer buyers
significantly better product attributes in order to justify a price
above what low-cost leaders are charging.
Focused (or Market Niche) Strategies
What sets focused strategies apart from low-cost leadership or
broad differentiation strategies is concentrated attention on a
narrow piece of the total market.
The target segment or niche can be defined by:
1. Geographic uniqueness
2. Specialized requirements in using the product
3. Special product attributes that appeal only to niche members
A Focused Low-Cost Strategy
A focused strategy based on low cost aims at securing a
14. competitive advantage by serving buyers in the target market
niche at a lower cost and lower price than rival competitors.
This strategy has a considerable attraction when a firm can
lower costs significantly by limiting its customer base to a well-
defined buyer segment.
Focused low
-cost strategies are fairly common.
Illustration Capsule 5.4, Motel 6’s Focused Low-Cost Strategy,
describes how Motel 6 has kept its costs low in catering to
budget-conscious travelers.
A Focused Differentiation Strategy
A focused strategy based on differentiation aims at securing a
competitive advantage by offering niche members a product
they perceive is better suited to their own unique tastes and
preferences.
50 Ways To Differentiate Your Brand
Successful use of a focused differentiation strategy depends on
the existence of a buyer segment that is looking for special
product attributes or seller capabilities and on a firm’s ability to
stand apart from rivals competing in the same target market
niche.
Illustration Capsule 5.5, Progressive Insurance’s Focused
Differentiation Strategy in Auto Insurance, provides details
about the company’s focused differentiation strategy.
When A Focused Low-Cost or Focused Differentiation Strategy
is Attractive
A focused strategy aimed at securing a competitive edge based
either on low cost or differentiation becomes increasingly
attractive as more of the following conditions are met:
1. The target niche is big enough to be profitable and offers
good growth potential
2. Industry leaders do not see that having a presence in the
15. niche is crucial to their own success
3. It is costly or difficult for multi-segment competitors to put
capabilities in place to meet specialized needs of the target
market niche and at the same time satisfy the expectations of
their mainstream customers
4. The industry has many different niches and segments
5. Few, if any, other rivals are attempting to specialize in the
same target segment
6. The focuser has a reservoir of customer goodwill and loyalty
The Risks of a Focused Low-Cost or Focused Differentiation
Strategy
Focusing carries several risks such as:
1. The chance that competitors will find effective ways to match
the focused firm’s capabilities in serving the target niche
2. The potential for the preferences and needs of niche members
to shift over time toward the product attributes desired by the
majority of buyers
3. The segment may become so attractive it is soon inundated
with competitors, intensifying rivalry and splintering segment
profits
The Contrasting Features of the Five Generic Competitive
Strategies: A Summary
Deciding which generic competitive strategy should serve as the
framework for hanging the rest of the company’s strategy is not
a trivial matter.
· Each of the five generic competitive strategies positions the
company differently in its market and competitive environment.
· Each establishes a central theme for how the company will
endeavor to outcompete rivals.
· Each creates some boundaries or guidelines for maneuvering
as market circumstances unfold and as ideas for improving the
strategy are debated.
· Each points to different ways of experimenting and tinkering
with the basic strategy.
Deciding which generic strategy to employ is perhaps the most
important strategic commitment a company makes – it tends to
16. drive the rest of the strategic actions a company decides to
undertake.
Each entails differences in terms of product line, production
emphasis, marketing emphasis, and means for sustaining the
strategy.
Table 5.1, Distinguishing Features of the Five Generic
Strategies, examines the distinguishing features of each of the
five generic strategies.
One of the big dangers here is that managers will opt for “stuck
in the middle” strategies that represent compromises between
lower costs and greater differentiation and between broad and
narrow market appeal.
Only if a company makes a strong and unwavering commitment
to one of the five generic competitive strategies does it stand
much chance of achieving the sustainable competitive advantage
that such strategies can deliver if properly executed.
Successful Competetive Strategies Are Resource-Based
A company’s competitive strategy is unlikely to succeed unless
it is predicated on leveraging a competitively valuable
collection of resources and capabilities that match the strategy.
Module 3: Activity 3 1
Module 3: Activity 3
Tammy Payne
Central State University
EDU 3341 Survey Exceptional Students: Mild/Moderate 4ON
17. Dr. Shawn DiNarda Watters
September 4, 2022
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Module 3: Activity 3 2
Our textbook tells us that our classroom should be an
“environment pleasant and
conducive to learning can facilitate the teaching–learning
process” (Vaughn & Bos, 2020). The
textbook and the video for this week both describe different
types of classroom arrangements, all
with their own distinct advantages and disadvantages.
I have worked in our local school system for the past seventeen
years, and have seen a
variety of classroom layouts. While working in a kindergarten
classroom, I felt that it was
overcrowded and there was too much posted on the walls;
everything was very busy. The
18. kindergarten classrooms all have two teacher desks, usually on
opposite sides of the room. There
is open space in the front center of the room for circle time, and
instead of desks there are
rectangular tables. There are centers spaced out throughout the
room, with the dress-up center
placed in the middle of the room. I found that to be distracting
to the students while they were at
their tables working. The students seemed to want to do
anything else (that they saw) instead of
what they were supposed to do where they were at.
At the high school where I am currently beginning my eighth
year, I have seen all of the
floorplans described in our textbook and the video for this
week, except for the runway, the
paired groups, and the roundtable. The one time that I
witnessed a debate in a classroom, instead
of moving the desks from their small group arrangement, the
students simply stood on either side
of the classroom. The one time I saw the roundtable was at a
professional development session
for staff; I have never seen this utilized with students. One
particular teacher I worked with
19. utilized the horseshoe arrangement. It did look a bit different
than noted in the video, as there
were enough desks to form two horseshoes, one in front of the
other. Advantages that I saw were
that all students paid attention to the teacher at the front of the
room, and it made for taking their
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Module 3: Activity 3 3
guided notes easier. The disadvantage that I saw was that the
students rarely interacted with
students that were not immediately to their right/left.
Most of the high school classrooms I have seen are arranged in
the small groups
arrangement, of four, five, or six desks in each pod. I see this
as advantageous because it
facilitates a small bit of comradery between the students. If
okay with the teacher, the student
can discuss their work easier than if they were situated in any
20. other floorplan. This classroom
arrangement makes it easier for stations in the classroom, where
the teacher will put one station
at each table grouping and have the students move about the
room. The disadvantage to this type
of arrangement is that the classroom can become very loud.
Another disadvantage is that the
students can help each other with the assignment, even if they
are not supposed to.
The following page shows a map that depicts the current
classroom that I work in (and if
all goes well, my future classroom as lead teacher). It is a very
small classroom, used for a
reading intervention classroom. The main teacher’s desk is
close to the door, while the
instructional assistant’s desk is at the back of the room. The
teacher’s desk has a student chair
next to it, and the assistant’s desk has a student desk attached.
They both call individuals on a
regular basis for testing and assistance. The student desks are
arranged in a modified horseshoe
manner, which is conducive to the curriculum that we teach
(lots of board work). We do not
need pods for small group instruction, as our classes are already
21. small. When it comes time for
discussion, the students can easily converse with each other.
Our shelves and cabinets are
arranged so that the students can obtain whatever they might
need to have a successful day. The
adults in the room are easily accessible for assistance.
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References
Vaughn, S., & Bos, C. S. (2020). Strategies for teaching
students with learning and behavior
problems. Pearson.
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Instructions: Activity 3
Observe or recall several classrooms that utilize different
physical arrangements. What are some of the pros and cons of
each arrangement? What impact did classroom arrangement
have on the students’ behavior?
Design a map of an effective instructional arrangement in an
inclusive classroom (your future classroom). Think about
placement of the teacher’s desk, space for small-group
instruction, individual instruction, centers, independent
learning, cooperative learning groups, and organization of
instructional materials and equipment.
Discussion Question 250 Words
What are the principles of communication, and how can teachers
communicate with parents and professionals?
PART I: Weekly Trend Report: Describe a STRATEGIC
BUSINESS trend (that means NO fashion or social media) that
you find interesting. Think of ideas like mergers & acquisitions,
stock market, sectors or areas that are burgeoning, doing well or
failing - you get the idea. Also, WHY is it interesting? Share a
link, post or image the demonstrates this trend in action.
PART II: THERE's MORE...Please read these detailed
23. instructions for your Ch. 6 assessment:
Chapter 6 is all about strengthening a company's strategic
position. Read the chapter before attempting this board. The
chapter covers categories (and concepts) to compete that
include (but are not limited to):
·
Offensive & Defensive Actions - the deck (& book) list
many examples, you can only choose 2 out of
this category
· Scope of Operations Along the Industry's Value Chain
·
Vertical Integration
·
Outsourcing
·
Forward Integration
·
Backward Integration
· Timing
·
First-mover Advantage
·
Late-mover Advantage
·
Mergers & Acquisitions
After reading the chapter, take a look at the company you are
following and the strategic problems you've uncovered and
suggest THREE strategies (detailing the problem and a
solution) that is based on one of the concepts in the listed
above.
RULES & FORMAT:
1.
State the strategic problem
2.
24. Propose a solution
A.
State the concept you will use
B.
Detail your recommended solution that puts the concept
into action
C.
Briefly describe how your proposed solution solves the
problem (3-4 sentences)
3.
You must choose three different concepts, one from
EACH category and you CANNOT use a concept more than
once.
Example:
Netflix
·
Strategic Problem: Netflix does not own a full studio
and relies heavily on many third party providers (smaller
studios and production houses) while competitors such as
Disney and Amazon (which bought MGM) have large in-house
production capabilities. In fact, Disney even pulled all their
Marvel content from Netflix demonstrating a considerable risk
they will want to avoid in the future.
·
Proposed solution: Merger & Acquisition - Netflix
should look to buy a studio such as Sony. This move would give
Netflix production capabilities similar to Amazon, Disney and
other large competitors while also giving them exclusive control
of a large existing library of content that may also draw
subscribers. In addition, Sony, which does NOT have streaming
services would gain Netflix streaming capabilities. (Source:
What's on Netflix -
link)
The Sony idea came from simply Googling "Studios Netflix
should buy" and then clicking this article (
link) that appeared. You are allowed to use Google and
25. use the ideas of others as long as you CITE them. No plagiarism
- simply post a citation. Once you've use M&A you cannot use
it again. Post three ideas.
Now some of you might say, "
Hey professor, isn't Netflix M&A of Sony also a form
of backward integration where they are bringing a supplier into
the fold?" The answer is possibly YES,
BUT as long as you make a reasonable argument and it
fits the definition you are good. Also, if something can be
defined a multiple ways, you are only required to pick one and
move on. Just because something fits two concepts does not
mean you are knocking two concept off the board.
Once you are done, respond to TWO other peers offering ONE
PROPOSAL TO EACH OF THEM that solves a
strategic problem they have posted.
· To
create your Individual Posting, click "
Reply" button.
·
Individual Posting:Due by Saturday. You might
consider visiting the company’s web site as one source or using
Google and checking articles and media for inspiration.
·
Response Postings:Due by Tuesday. Respond to the
Individual Postings of at least two peers. Response Postings
should be substantive postings (offer new information),
contributing to and advancing the examination of the questions
at hand. Response postings must be at least two paragraphs
(with 3 to 5 sentences each).
Grades will be based on your demonstrated analytical and
26. interpretive skills in providing thorough analysis of the topic,
and quality responses to peer work.