Chester company
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The document outlines Chester Company's strategy to pursue an integrated approach of cost leadership and differentiation. It focused on investing conservatively during the recession through total quality management to reduce costs and increase demand. As the recession ended, Chester increased R&D investment in all products, poured money into sales budgets, and raised capacity while maintaining effects of TQM to lower costs and increase demand. A SWOT analysis identified strengths in promotional budgets, R&D, and cash position, while weaknesses included stocking out and forecasting ability. Opportunities included exploiting poorly run competitors and limiting recession effects, while threats included economic downturn and new competitors.
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Create organizational objectives and goals.
Articulate value proposition, key activities, resources, and channels to market.
Quote……
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Adam M. Brandenburger and Barry J. Nalebuff
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Should they eat the seeds to improve the near-term profit picture and make large dividend payments through cost-saving measures such as laying off workers during periods of slack demand, selling off inventories, or cutting back on research and development?
Or should they sow the seeds in the effort to reap long-term rewards by reinvesting profits in growth opportunities, committing resources to employee training, or increasing advertising expenditures?
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Flexible
Measurable
Motivating
Suitable
Understandable
The Balanced ScorecardThe balanced scorecard is a set of measures that are directly linked to the company’s strategy
Developed by Robert S. Kaplan and David P. Norton, it directs a company to link its own long-term strategy with tangible goals and actions.
The scorecard allows managers to evaluate the company from four perspectives:
financial performance
customer knowledge
internal business processes
learning and growth
The Balance Scorecard
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The Balance ScorecardPerspectiveObjectiveKPIGoal for 2014FinanceBecome industry Cost Leader% Reduction in Cost per Unit20%Utilization of AssetsUtilization Rate7%Increase Market ShareMarket Share30%CustomerCustomer Retention% Retention 75%On Time Delivery% of On Time Delivery90%Zero Defects% of Good Quality.
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This a presentation I created to present my company's (Chester) results after eight hypothetical years of competition, using the Capsim business simulation game. In the simulation, participants had to manage all aspects of the business, including R&D, manufacturing, marketing, and finance. At the end of the simulation, I was the top company in the industry.
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This document describes a simulation run by Capsim to teach business strategy. Students manage multiple business units across eight rounds/years. The objective is for interdisciplinary teams to coordinate strategies for research, marketing, production, finance, and quality to increase market share, profitability, and stock value. The simulation breaks up a corporation into five competing companies across a closed marketplace. Teams apply strategic planning, analyze opportunities/threats, and manage resources to demonstrate leadership in this risk-free learning environment. Effective communication and listening across units creates a collaborative team that achieves strong performance.
Mark strat simulation( firm presentation)
Firm M initially targeted high income earners and savers with two brands, MOST and MOVE. Over 10 periods, the company engaged in R&D to develop new brands targeting different segments, eventually focusing on professionals and followers with the MORE and MEGA brands. While revenue increased from $33,313 to $51,035 over this time, earnings fluctuated due to issues with brand performance, pricing, and competition in the market. Lessons learned included the importance of segmentation, targeting, positioning, and accounting for costs in pricing strategies.
Capstone simulation presentation
This is the presentation from the capstone simulation competition conducted at Kelley School of Business towards the completion of our MBA. The simulation involved decision on various business functions including Marketing, Operations, Finance and Investor relations. We worked in a team of 5-6 students to run a company making decisions on these functions as a team.
Capsim Power Point_ Chester 57
Chesters focuses on being a cost leader that offers quick changes to reliable products. Decisions are made as a team where everyone can provide input, and duties are not divided out completely as everyone is considered equals. Chesters began in the low tech market but expanded to high tech in round 4, maintaining a presence in both markets. While Andrews and Digby led in sales and profits from rounds 5-7, Digby was more competitive overall. Baldwin recovered from an emergency loan to beat all companies but Digby in round 6. The takeaways are to take advantage of loans to manipulate the market and use ratios to track incremental improvements.
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Strategy DevelopmentWeek 3Objectives Week 3Devel.docx
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Week 3
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Create organizational objectives and goals.
Articulate value proposition, key activities, resources, and channels to market.
Quote……
“Successful business strategy is about actively shaping the game you play, not just playing the game you find.”
Adam M. Brandenburger and Barry J. Nalebuff
Quote……
“The essence of strategy lies in creating tomorrow’s competitive advantage faster than competitors mimic the ones you posses today”
Gary Hamel and C.K. Prahalad
Quote……
“Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value”.
—Michael E. Porter
Quote……
“Winners in business play rough and don’t apologize for it. The nicest part of playing hardball is watching your competitors squirm”
—George Stalk, Jr., and Rob Lachenauer”
Long-Term ObjectivesStrategic managers recognize that short-run profit maximization is rarely the best approach to achieving sustained corporate growth and profitability.Strategic decision makers confronts:
Should they eat the seeds to improve the near-term profit picture and make large dividend payments through cost-saving measures such as laying off workers during periods of slack demand, selling off inventories, or cutting back on research and development?
Or should they sow the seeds in the effort to reap long-term rewards by reinvesting profits in growth opportunities, committing resources to employee training, or increasing advertising expenditures?
Long-Term ObjectivesTo achieve long-term prosperity, strategic planners commonly establish long-term objectives in seven areas: Profitability Competitive PositionEmployee RelationsTechnological Leadership Productivity – In-OutEmployee DevelopmentPublic Responsibility
Qualities of Long-Term ObjectivesWhat distinguishes a good objective from a bad one? What qualities of an objective improve its chances of being attained?There are five criteria that should be used in preparing long-term objectives:
Flexible
Measurable
Motivating
Suitable
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The Balanced ScorecardThe balanced scorecard is a set of measures that are directly linked to the company’s strategy
Developed by Robert S. Kaplan and David P. Norton, it directs a company to link its own long-term strategy with tangible goals and actions.
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The document provides an overview of a presentation by a group called Blaze Footwear Plc to their management game. It includes an introduction outlining the objectives of the game. It then discusses Blaze's initial positioning, goals to become a market leader, and their strategic plan to achieve this through differentiation, flexible strategies, and optimizing their strategic mix including pricing, operations, distribution, marketing and financing. An update is given on Blaze's improved performance in year 11 versus competitors and goals are outlined to address continuing credit rating and market underperformance through expanding to Latin America.
Final debreif pp
This document discusses a company's performance over multiple simulation rounds. It introduced two new products, with the second experiencing delays due to research errors. Fund allocation affected sales and inventory levels. The company strived to be competitive across all market segments using a low-cost strategy while centralizing marketing through various sales channels. Both overproduction and underproduction were issues that needed to be managed through optimal capacity levels. Employee retention and productivity were also areas of focus.
marketing strategies
HOW CAN YOU LEARN WHAT STRATEGIES ARE USED BY MARKETIERS? THIS ONE EXPLAINS ALL BUSSINESS STRATEGIES USED IN MARKETING.WHAT IS THE NATURE OF LONG TERM STRATEGIES? HOW EXPEIENCED SEE IT? WHAT ARE MARKETING MANAGERS LOOKING FOR?
16243054 marketing-strategies
The document outlines various strategic management concepts including comprehensive strategic planning models, long-term objectives for companies, and different types of strategies such as intensive strategies, diversification strategies, defensive strategies, and Michael Porter's generic strategies. Key terms related to strategic management concepts such as acquisitions, divestitures, mergers, and different integration strategies are also defined.
The Company and The Market
The document discusses several key factors for strategic planning, including understanding the market, demand curves, market segmentation, barriers to entry, and Porter's five forces model. It emphasizes the importance of analyzing the market environment, demand, competitors, and how to influence strategic factors. The overall message is that a thorough examination of external and internal factors is crucial for effective strategic planning.
Price As A Competitive Advantage
1. The document discusses price as a competitive advantage and different pricing strategies companies can employ. It defines competitive advantage as offering greater value through lower prices or higher quality to justify higher prices.
2. Several factors are considered when setting prices like objectives, product positioning, substitutes, branding, and cost of production. Pricing strategies discussed include premium pricing, penetration pricing, skimming, and cost leadership.
3. Examples given are Tata's low-cost Nano car and Mercedes' high-priced differentiated products. The conclusion is that price plays a key role in competitive advantage and sales, and should provide value to the customer.
Strategies in Action
This chapter discusses various types of strategies companies use including intensive strategies like market penetration and product development, integration strategies like forward and backward integration, diversification strategies, defensive strategies, and Michael Porter's generic strategies. It also covers means for achieving strategies such as joint ventures, mergers and acquisitions, outsourcing, and first mover advantages. Key terms discussed include different types of integration, diversification, Porter's strategies, and strategic management concepts.
Strategic Business Planning A Team Presentation
The document is an agenda for "The A Team" discussing the company's financial and strategic performance, strategic vision, and targets. It outlines goals such as becoming the low-cost industry leader through cost savings, increasing market share in Asia-Pacific and North America, and keeping production rates high while lowering reject rates to reduce manufacturing costs. It also discusses monitoring closest competitors and learning lessons like realizing a cost leadership strategy sometimes requires spending money to achieve higher profit margins.
competetive advantage.pdf
The document discusses various strategies for achieving and maintaining competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are cost advantage and differentiation advantage. Porter's generic strategies of cost leadership, differentiation, and focus aim to achieve these advantages. Integrated or hybrid strategies combine elements of cost leadership and differentiation. Sustainable competitive advantage is durable, valuable, unique, difficult to imitate, and not substitutable. The document outlines various defense strategies that market leaders can employ, such as position defense, flanking defense, contraction defense, pre-emptive defense, and counter-offensive defense.
Strategic Business Presentation
The document outlines the strategies and performance of "The A Team" shoe company. It discusses their strategic vision of being a low-cost industry leader to provide reasonably priced quality shoes. It also summarizes their targets for the next two years which include evolving their branded and private label competitive strategies through various measures like pricing, production capacity, and advertising. The document also discusses their production, workforce, and finance strategies and closest competitors in branded and private label footwear. It concludes with lessons learned like spending money to achieve higher profits and focusing on closest competitors.
Portfolio Analysis
This document discusses different portfolio management strategies and analysis tools used to evaluate a company's multiple business units or product lines. It describes the Boston Box, McKinsey/GE Matrix, AD Little Life-Cycle Matrix and provides examples of how companies like Unilever, Procter & Gamble, and Virgin Group manage their diverse business portfolios. Key portfolio strategies discussed are hold, build, harvest, and divest. It also outlines advantages and limitations of different portfolio analysis models.
Strategic Planning And Budgeting Part 1: Business Model and Strategy
The document discusses strategic planning and budgeting for a company called CNI Holdings Berhad. It covers the following key points in 3 sentences:
CNI has historically struggled with strategic planning and budgeting, with problems including a lack of market research, split objectives, and expenses regularly exceeding budgets. The presentation outlines steps for effective strategic planning, including getting the right business model, setting strategies based on analysis of the market situation, and choosing growth strategies like market share gains or expanding into adjacent markets. Keys to success include aligning the business model, strategies, and resources and having the proper assumptions and starting point for the planning process.
portergenericstrategyppt-131002003835-phpapp02 (1).pptx
Michael Porter identified three generic strategies that a firm can pursue: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry. Differentiation creates a uniquely valued product or service. Focus involves targeting a specific industry segment and achieving either cost advantages or differentiation within that segment. Examples provided include Walmart pursuing cost leadership and McDonald's pursuing differentiation through its fast food restaurants and unique branding.
Growth in challenging times costs
The document discusses strategies for companies to achieve growth in challenging economic times through cost competitiveness. It outlines that companies need to focus on pricing, costs, cash, and capital to drive growth. Top performing companies strategically increase prices above inflation, take a holistic view of costs across the organization and supply chain, optimize working capital across the entire value chain including suppliers, and prioritize existing cash reserves to finance growth.
Busstrat
This document outlines generic business level strategies and the value chain activities that are common for pursuing a cost leadership or differentiation strategy. It discusses four generic business level strategies - cost leadership, differentiation, focused low cost, and focused differentiation - defined by their source of competitive advantage and target market scope. For a cost leadership strategy, the key is achieving the lowest costs in the industry. Common value chain activities include efficient scale, process technology investments, and minimizing overhead. For a differentiation strategy, the focus is on creating unique product attributes that allow premium pricing. Common activities include new product R&D, quality control, and customer service. The document notes effective strategies can remain profitable even in unattractive industry environments.
Source One Overview
Source One is a procurement service provider that helps companies reduce costs through strategic sourcing. They have expertise in over 100 spend categories and can analyze a company's entire spending to identify savings opportunities. Source One works on a contingent fee structure and only gets paid if they deliver measurable cost savings to clients. They have achieved annual savings rates of over 20% for indirect spending and 12% for direct spending categories.
Capsim
Capstone® challenges students to draw on their acquired knowledge to create and execute a strategy in a competitive and dynamic environment.
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Strategy DevelopmentWeek 3Objectives Week 3Devel.docx
Strategy DevelopmentWeek 3Objectives Week 3Devel.docx
How To Beat Competition In Retail Business PowerPoint Presentation Slides
How To Beat Competition In Retail Business PowerPoint Presentation Slides
Strategic Planning And Budgeting Part 1: Business Model and Strategy
Strategic Planning And Budgeting Part 1: Business Model and Strategy
portergenericstrategyppt-131002003835-phpapp02 (1).pptx
portergenericstrategyppt-131002003835-phpapp02 (1).pptx
Chester company
- 1. CHESTER COMPANY“A Strategy for Champions” Brandon Graviet, Christopher Lee, Dane Hockema, Greg Guillen, and Matt Hankins
- 3. “Conservative” to a point
- 4. R&D, Capacity, Forecasted Sales
- 5. High End-high growth potential
- 6. Traditional-reliable, largest market potential
- 9. Put into all products
- 10. Effects of TQM
- 11. Demand increased
- 12. Lower cost
- 13. Faster R&D
- 14. Poured money into Sales budgets
- 17. Maintained