Analysis and Inference on the market entry and consolidation strategies adopted by Cummins Inc in China between 1979 and 1998. Based on Harvard/Ivey case study - Taming the dragon.
The document provides an overview of industry and competitor analysis. It discusses analyzing industries to understand environmental trends, business trends, and key questions to assess industry attractiveness. It also covers analyzing competitors to identify direct, indirect, and future competitors. Tools discussed include Porter's Five Forces model to evaluate competitive forces in an industry, and a competitive analysis grid to organize information about competitors. The goal of industry and competitor analysis is to help firms understand opportunities and position themselves strategically within their industry.
Fiscal Second Quarter 2013 Investor PresentationThor_Industries
This presentation discusses Thor Industries, the world's largest manufacturer of RVs. It notes that Thor has been profitable every year since 1980 and had record sales of $3.1 billion in fiscal year 2012. However, the presentation cautions that any forward-looking statements involve uncertainties and risks. It provides an overview of Thor's subsidiaries in RV and bus manufacturing, its market leadership positions, competitive advantages of its business model, and current industry conditions.
The document provides an overview of the merger integration plans for Office Depot and Office Max. It outlines key steps such as appointing integration staff, achieving $600 million in cost savings through closing redundant stores. It then describes the star alignment model for integrating strategy, structure, culture and rewards. Finally, it discusses integration details such as profitability projections, potential issues and how to mitigate risks.
In 3 sentences:
The document summarizes the steps to develop an Internal Factor Evaluation (IFE) Matrix for Ford Motor Company. It lists 10 key internal strengths for Ford and assigns each a weight and rating to calculate the weighted score. This allows Ford to evaluate its major capabilities and competitive advantages such as large manufacturing expansion, improved vehicle quality reducing warranty costs, and strong sales of hybrid vehicles.
This document discusses Thor Industries, a leading manufacturer of recreational vehicles. Some key points:
- Thor has a decentralized structure with over 9,400 employees across 120 facilities. It is the largest RV manufacturer in North America.
- The company has seen record sales and profits in recent years. It focuses on disciplined and profitable growth through innovation.
- Thor cites its entrepreneurial culture, market leadership, strong balance sheet, and competitive advantages as reasons for its long-term success in the RV industry. It remains well positioned for continued growth.
The document outlines key concepts in strategic management including:
1. It discusses different frameworks for analyzing strategy including understanding the environment, assessing resources, setting goals, and effective implementation.
2. It describes the evolution of strategic management from an emphasis on planning to a focus on positioning, competitive advantage, and reconciling flexibility with control.
3. It presents Mintzberg's critique of formal strategic planning and argues that strategy emerges through a process rather than being fully designed in advance.
These are the slides presented for the Final round of Capitalizer 2019 organized by BUP Finance Society. We made the valuation and presented in front of the judge
The document discusses the process of performing an external audit for a company. It begins by outlining the purpose of an external audit and identifying key external forces that should be considered, including economic, social, political, technological, and competitive forces. It then describes the process of gathering information, having managers identify key opportunities and threats, and prioritizing the most important factors. Lastly, it discusses tools that can be used for analysis, such as Porter's Five Forces model and competitive intelligence programs.
The document provides an overview of industry and competitor analysis. It discusses analyzing industries to understand environmental trends, business trends, and key questions to assess industry attractiveness. It also covers analyzing competitors to identify direct, indirect, and future competitors. Tools discussed include Porter's Five Forces model to evaluate competitive forces in an industry, and a competitive analysis grid to organize information about competitors. The goal of industry and competitor analysis is to help firms understand opportunities and position themselves strategically within their industry.
Fiscal Second Quarter 2013 Investor PresentationThor_Industries
This presentation discusses Thor Industries, the world's largest manufacturer of RVs. It notes that Thor has been profitable every year since 1980 and had record sales of $3.1 billion in fiscal year 2012. However, the presentation cautions that any forward-looking statements involve uncertainties and risks. It provides an overview of Thor's subsidiaries in RV and bus manufacturing, its market leadership positions, competitive advantages of its business model, and current industry conditions.
The document provides an overview of the merger integration plans for Office Depot and Office Max. It outlines key steps such as appointing integration staff, achieving $600 million in cost savings through closing redundant stores. It then describes the star alignment model for integrating strategy, structure, culture and rewards. Finally, it discusses integration details such as profitability projections, potential issues and how to mitigate risks.
In 3 sentences:
The document summarizes the steps to develop an Internal Factor Evaluation (IFE) Matrix for Ford Motor Company. It lists 10 key internal strengths for Ford and assigns each a weight and rating to calculate the weighted score. This allows Ford to evaluate its major capabilities and competitive advantages such as large manufacturing expansion, improved vehicle quality reducing warranty costs, and strong sales of hybrid vehicles.
This document discusses Thor Industries, a leading manufacturer of recreational vehicles. Some key points:
- Thor has a decentralized structure with over 9,400 employees across 120 facilities. It is the largest RV manufacturer in North America.
- The company has seen record sales and profits in recent years. It focuses on disciplined and profitable growth through innovation.
- Thor cites its entrepreneurial culture, market leadership, strong balance sheet, and competitive advantages as reasons for its long-term success in the RV industry. It remains well positioned for continued growth.
The document outlines key concepts in strategic management including:
1. It discusses different frameworks for analyzing strategy including understanding the environment, assessing resources, setting goals, and effective implementation.
2. It describes the evolution of strategic management from an emphasis on planning to a focus on positioning, competitive advantage, and reconciling flexibility with control.
3. It presents Mintzberg's critique of formal strategic planning and argues that strategy emerges through a process rather than being fully designed in advance.
These are the slides presented for the Final round of Capitalizer 2019 organized by BUP Finance Society. We made the valuation and presented in front of the judge
The document discusses the process of performing an external audit for a company. It begins by outlining the purpose of an external audit and identifying key external forces that should be considered, including economic, social, political, technological, and competitive forces. It then describes the process of gathering information, having managers identify key opportunities and threats, and prioritizing the most important factors. Lastly, it discusses tools that can be used for analysis, such as Porter's Five Forces model and competitive intelligence programs.
This document discusses analyzing a company's resources and capabilities for strategic planning purposes. It outlines a framework for identifying a firm's key resources and capabilities, appraising their strategic importance and strength, exploring how they are linked, and developing strategy implications to exploit strengths and address weaknesses. Key points include assessing resources and capabilities in terms of their profit potential and sustainability of competitive advantage.
Strategies For International Competition Global OperationsTICS
This document discusses various strategies for international competition. It begins by outlining three strategic orientations for international operations: ethnocentrism, polycentrism, and geocentrism. Next, it explores factors that facilitate international expansion such as market saturation, political reasons, cheap labor, and competitive pressures. The document then provides guidance on evaluating target countries and developing a strategic plan for foreign market entry. Finally, it discusses approaches for managing a portfolio of subsidiaries abroad and various value chain configurations for international operations.
The document discusses different approaches to defining corporate goals and strategies, including profit maximization, shareholder value, and stakeholder value. It argues that while shareholder value is important, the most successful companies in creating long-term shareholder value have strong missions and values beyond just profitability and returns. These values can include priorities like building great products, customer satisfaction, or being a good corporate citizen. The document also covers tools for measuring and analyzing performance, value drivers, and balancing different strategic objectives.
Thor Industries reported financial results for its second quarter of fiscal year 2014. Total sales from continuing operations increased 2.7% compared to the same period last year. However, net income and earnings per share decreased year-over-year due to lower towable RV sales and higher costs associated with severe winter weather during the quarter. Towable RV sales and profits declined while motorized RV sales and profits increased significantly compared to the previous year's second quarter. Management continues to focus on executing its three-year strategic growth and margin improvement plan.
The document provides guidance on developing a strategic management paper, including:
1) Analyzing the external environment through tools like PESTLE analysis, Porter's Five Forces, and competitive profile matrix to identify opportunities and threats.
2) Conducting an internal audit using the competitive profile matrix to determine company strengths and weaknesses.
3) Developing an external factor evaluation (EFE) matrix by selecting relevant external factors aligned with the company vision and informed by the external analysis.
The document provides an analysis of Vietnam as a potential market entry for three different companies - a chemical company, a sports company, and a children's toys company.
For the chemical company, the summary recommends a non-equity strategic alliance with local distributors through business cooperation contracts to minimize risks while gaining access to the market.
For the sports company, the summary suggests opening a representative office to license local manufacturers to produce and distribute its products, requiring minimal investment.
For the children's toys company, the summary proposes a processing contract to directly control local manufacturing through a leased facility in order to protect its brand reputation and quality.
The document discusses various topics related to mergers, acquisitions, and restructuring strategies including:
- The differences between mergers, acquisitions, and takeovers. Restructuring refers to changes in a company's operations or strategy.
- Common reasons why firms pursue mergers and acquisitions, such as increasing market power, overcoming barriers to entry, and learning new capabilities.
- Potential problems with mergers and acquisitions like integration difficulties, inadequate target evaluation, inability to achieve synergies, and managers becoming too focused on acquisitions.
- Attributes of effective acquisitions like complementary assets/resources and careful selection processes.
This document outlines theories and practices related to managing multibusiness corporations. It discusses the multidivisional structure and its efficiency advantages. It also examines challenges like balancing decentralization and standardization. The document reviews the functions of corporate management and the development of strategic planning techniques like portfolio models. It discusses uses and limitations of these models as well as trends like delayering decision making and reformulating strategic planning processes.
Zhongsheng (881.HK) is rated a Buy with a target price of HK$10. Key investment theses include: 1) Zhongsheng is the largest Benz dealership in China, benefiting from rising Benz sales. 2) Management sees opportunities with Toyota and Lexus due to quality and demand. 3) Second-hand car sales yield higher margins than new cars. The analyst forecasts rising revenue and net income over the next two years, supported by a stable auto market, and estimates the stock price should be between HK$9.96-13.28 based on a P/E of 15-20 times estimated 2016 earnings.
The document discusses international strategy and international diversification. It addresses several key questions:
1. Issues to consider for international diversification include opportunities/incentives like market size, returns, and location advantages, as well as management problems and risks.
2. International strategies can achieve benefits like increased market size and returns, but also face political and economic risks in foreign markets.
3. The three main international strategies - multinational, global, and transnational - balance global integration and local responsiveness differently based on environmental trends.
The document discusses the scope of firms and vertical integration. It explains that transaction cost theory can explain why firms exist and the boundaries of firms. Specifically, firms integrate vertically when transaction costs of using markets are high, such as when there are few firms, asset specificity, or opportunism. Vertical integration provides benefits like economies of scale but also costs such as reduced flexibility. Recent trends show a blurring of boundaries between firms and markets through various partnership models.
Tootle is an app-based service that provides two-wheeler transportation in Kathmandu, Nepal. The presenter evaluated Tootle's external and internal factors using EFE and IFE matrices.
The EFE matrix assessed opportunities like expanding electric vehicles and threats like changing regulations. It gave Tootle an overall score of 2.95, indicating an average response to external factors.
The IFE matrix examined strengths like convenience and weaknesses like limited coverage. It also gave Tootle a score of 2.95, showing an average response to internal factors.
A SWOT analysis identified the company's strengths in convenience and brand image, weaknesses in coverage and delays, opportunities in new markets and
GM has undertaken several actions since 2005 to address legacy costs and international operations. It faces threats from economic fluctuations and regulations but opportunities in smaller vehicles and emerging markets. Alternative 1 proposes differentiating brands while Alternative 2 divests some brands and decentralizes to empower individual brands. Implementation would phase out brands over 3 years, restructure the organization, and invest in specialized assets.
The document discusses analyzing a company's external environment including opportunities and threats. It describes analyzing the general environment factors like demographic, economic, political/legal, socio-cultural, technological, and global influences. It also discusses analyzing the industry environment including the five competitive forces that shape industry competition and profitability: threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. Finally, it discusses analyzing competitor environments through assessing competitors' objectives, strategies, assumptions, capabilities, and responses.
Porter argues that a nation's competitive advantage comes from 4 interlinked factors: factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry. Together these form a "diamond" shape that represents the national environment that influences industry success. Bangladesh ranks 106 out of 133 countries in global competitiveness due to weaknesses in basic requirements like infrastructure/education, and efficiency/innovation factors like higher education and technological readiness. To achieve higher income levels, Bangladesh needs to redirect investment towards these areas, though it will take time to realize returns, requiring long-term strategic planning over short-term gains.
This document provides information on performing an external assessment and audit of opportunities and threats for a firm. It discusses five categories to analyze - economic, social/demographic/environmental, political/legal, technological, and competitive forces. An example five forces analysis of McDonald's is given examining competitive rivalry, bargaining power of customers and suppliers, threat of substitutes, and threat of new entrants. The document concludes with strategies for success including cost leadership, differentiation, and focus once an external analysis is complete.
This document provides an overview of consumer purchasing strategies and resolving consumer complaints. It discusses factors that influence consumer buying, practical purchasing strategies like comparison shopping and understanding warranties. It also outlines a research-based approach to purchasing a car, including pre-shopping activities, evaluating alternatives, determining purchase price, and post-purchase activities. Finally, it describes steps to take to resolve consumer complaints, such as returning to the place of purchase, contacting consumer agencies, or taking legal action through small claims court or class action suits.
This document discusses industry analysis and Porter's Five Forces framework. It explains that industry analysis is used to understand competition and profitability, assess industry attractiveness, and inform strategic decisions. Porter's Five Forces model examines the competitive forces that determine industry profitability by analyzing threats of new entrants, substitutes, bargaining power of buyers and suppliers, and rivalry among existing competitors. Conducting a thorough industry analysis is important for forecasting changes in profitability and identifying strategies to improve a firm's position.
The document discusses Company Name's plan to expand into the auto parts industry by leveraging its expertise in international logistics. It analyzes the auto parts market and identifies opportunities for growth. The plan is to provide freight forwarding and customs services to aftermarket retailers, wholesalers, and possibly manufacturers. Key steps include joining trade organizations, attending auto parts trade shows, and promoting through targeted advertising to gain initial customers and referrals in the tight-knit industry.
Offensive defensive strategy, key success factor, strategic group mappingSunny Gandhi
This document discusses key success factors (KSFs) and defensive marketing strategies. It defines KSFs as the competitive elements that most affect a company's ability to prosper in the marketplace, such as specific strategies, product attributes, resources, and capabilities. KSFs determine the difference between profit and loss. The document identifies common types of KSFs and provides examples. It also discusses strategic group mapping to analyze competitors and competitive positions. Finally, it outlines several defensive strategies companies can employ to discourage potential competitors, such as signaling retaliation, fortifying defenses, and continuously improving.
MRF is a leading manufacturer and exporter of tires, conveyor belts, and paints headquartered in Chennai, India. It has 7 manufacturing plants in South India and over 2,500 distribution outlets across India and 65 other countries. MRF differentiates itself through high quality and durable products. It targets individual car owners as well as automotive companies. While it faces competition on factors like price and performance, MRF maintains its leadership through innovation, loyal customers, and financial strength.
This document discusses analyzing a company's resources and capabilities for strategic planning purposes. It outlines a framework for identifying a firm's key resources and capabilities, appraising their strategic importance and strength, exploring how they are linked, and developing strategy implications to exploit strengths and address weaknesses. Key points include assessing resources and capabilities in terms of their profit potential and sustainability of competitive advantage.
Strategies For International Competition Global OperationsTICS
This document discusses various strategies for international competition. It begins by outlining three strategic orientations for international operations: ethnocentrism, polycentrism, and geocentrism. Next, it explores factors that facilitate international expansion such as market saturation, political reasons, cheap labor, and competitive pressures. The document then provides guidance on evaluating target countries and developing a strategic plan for foreign market entry. Finally, it discusses approaches for managing a portfolio of subsidiaries abroad and various value chain configurations for international operations.
The document discusses different approaches to defining corporate goals and strategies, including profit maximization, shareholder value, and stakeholder value. It argues that while shareholder value is important, the most successful companies in creating long-term shareholder value have strong missions and values beyond just profitability and returns. These values can include priorities like building great products, customer satisfaction, or being a good corporate citizen. The document also covers tools for measuring and analyzing performance, value drivers, and balancing different strategic objectives.
Thor Industries reported financial results for its second quarter of fiscal year 2014. Total sales from continuing operations increased 2.7% compared to the same period last year. However, net income and earnings per share decreased year-over-year due to lower towable RV sales and higher costs associated with severe winter weather during the quarter. Towable RV sales and profits declined while motorized RV sales and profits increased significantly compared to the previous year's second quarter. Management continues to focus on executing its three-year strategic growth and margin improvement plan.
The document provides guidance on developing a strategic management paper, including:
1) Analyzing the external environment through tools like PESTLE analysis, Porter's Five Forces, and competitive profile matrix to identify opportunities and threats.
2) Conducting an internal audit using the competitive profile matrix to determine company strengths and weaknesses.
3) Developing an external factor evaluation (EFE) matrix by selecting relevant external factors aligned with the company vision and informed by the external analysis.
The document provides an analysis of Vietnam as a potential market entry for three different companies - a chemical company, a sports company, and a children's toys company.
For the chemical company, the summary recommends a non-equity strategic alliance with local distributors through business cooperation contracts to minimize risks while gaining access to the market.
For the sports company, the summary suggests opening a representative office to license local manufacturers to produce and distribute its products, requiring minimal investment.
For the children's toys company, the summary proposes a processing contract to directly control local manufacturing through a leased facility in order to protect its brand reputation and quality.
The document discusses various topics related to mergers, acquisitions, and restructuring strategies including:
- The differences between mergers, acquisitions, and takeovers. Restructuring refers to changes in a company's operations or strategy.
- Common reasons why firms pursue mergers and acquisitions, such as increasing market power, overcoming barriers to entry, and learning new capabilities.
- Potential problems with mergers and acquisitions like integration difficulties, inadequate target evaluation, inability to achieve synergies, and managers becoming too focused on acquisitions.
- Attributes of effective acquisitions like complementary assets/resources and careful selection processes.
This document outlines theories and practices related to managing multibusiness corporations. It discusses the multidivisional structure and its efficiency advantages. It also examines challenges like balancing decentralization and standardization. The document reviews the functions of corporate management and the development of strategic planning techniques like portfolio models. It discusses uses and limitations of these models as well as trends like delayering decision making and reformulating strategic planning processes.
Zhongsheng (881.HK) is rated a Buy with a target price of HK$10. Key investment theses include: 1) Zhongsheng is the largest Benz dealership in China, benefiting from rising Benz sales. 2) Management sees opportunities with Toyota and Lexus due to quality and demand. 3) Second-hand car sales yield higher margins than new cars. The analyst forecasts rising revenue and net income over the next two years, supported by a stable auto market, and estimates the stock price should be between HK$9.96-13.28 based on a P/E of 15-20 times estimated 2016 earnings.
The document discusses international strategy and international diversification. It addresses several key questions:
1. Issues to consider for international diversification include opportunities/incentives like market size, returns, and location advantages, as well as management problems and risks.
2. International strategies can achieve benefits like increased market size and returns, but also face political and economic risks in foreign markets.
3. The three main international strategies - multinational, global, and transnational - balance global integration and local responsiveness differently based on environmental trends.
The document discusses the scope of firms and vertical integration. It explains that transaction cost theory can explain why firms exist and the boundaries of firms. Specifically, firms integrate vertically when transaction costs of using markets are high, such as when there are few firms, asset specificity, or opportunism. Vertical integration provides benefits like economies of scale but also costs such as reduced flexibility. Recent trends show a blurring of boundaries between firms and markets through various partnership models.
Tootle is an app-based service that provides two-wheeler transportation in Kathmandu, Nepal. The presenter evaluated Tootle's external and internal factors using EFE and IFE matrices.
The EFE matrix assessed opportunities like expanding electric vehicles and threats like changing regulations. It gave Tootle an overall score of 2.95, indicating an average response to external factors.
The IFE matrix examined strengths like convenience and weaknesses like limited coverage. It also gave Tootle a score of 2.95, showing an average response to internal factors.
A SWOT analysis identified the company's strengths in convenience and brand image, weaknesses in coverage and delays, opportunities in new markets and
GM has undertaken several actions since 2005 to address legacy costs and international operations. It faces threats from economic fluctuations and regulations but opportunities in smaller vehicles and emerging markets. Alternative 1 proposes differentiating brands while Alternative 2 divests some brands and decentralizes to empower individual brands. Implementation would phase out brands over 3 years, restructure the organization, and invest in specialized assets.
The document discusses analyzing a company's external environment including opportunities and threats. It describes analyzing the general environment factors like demographic, economic, political/legal, socio-cultural, technological, and global influences. It also discusses analyzing the industry environment including the five competitive forces that shape industry competition and profitability: threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. Finally, it discusses analyzing competitor environments through assessing competitors' objectives, strategies, assumptions, capabilities, and responses.
Porter argues that a nation's competitive advantage comes from 4 interlinked factors: factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry. Together these form a "diamond" shape that represents the national environment that influences industry success. Bangladesh ranks 106 out of 133 countries in global competitiveness due to weaknesses in basic requirements like infrastructure/education, and efficiency/innovation factors like higher education and technological readiness. To achieve higher income levels, Bangladesh needs to redirect investment towards these areas, though it will take time to realize returns, requiring long-term strategic planning over short-term gains.
This document provides information on performing an external assessment and audit of opportunities and threats for a firm. It discusses five categories to analyze - economic, social/demographic/environmental, political/legal, technological, and competitive forces. An example five forces analysis of McDonald's is given examining competitive rivalry, bargaining power of customers and suppliers, threat of substitutes, and threat of new entrants. The document concludes with strategies for success including cost leadership, differentiation, and focus once an external analysis is complete.
This document provides an overview of consumer purchasing strategies and resolving consumer complaints. It discusses factors that influence consumer buying, practical purchasing strategies like comparison shopping and understanding warranties. It also outlines a research-based approach to purchasing a car, including pre-shopping activities, evaluating alternatives, determining purchase price, and post-purchase activities. Finally, it describes steps to take to resolve consumer complaints, such as returning to the place of purchase, contacting consumer agencies, or taking legal action through small claims court or class action suits.
This document discusses industry analysis and Porter's Five Forces framework. It explains that industry analysis is used to understand competition and profitability, assess industry attractiveness, and inform strategic decisions. Porter's Five Forces model examines the competitive forces that determine industry profitability by analyzing threats of new entrants, substitutes, bargaining power of buyers and suppliers, and rivalry among existing competitors. Conducting a thorough industry analysis is important for forecasting changes in profitability and identifying strategies to improve a firm's position.
The document discusses Company Name's plan to expand into the auto parts industry by leveraging its expertise in international logistics. It analyzes the auto parts market and identifies opportunities for growth. The plan is to provide freight forwarding and customs services to aftermarket retailers, wholesalers, and possibly manufacturers. Key steps include joining trade organizations, attending auto parts trade shows, and promoting through targeted advertising to gain initial customers and referrals in the tight-knit industry.
Offensive defensive strategy, key success factor, strategic group mappingSunny Gandhi
This document discusses key success factors (KSFs) and defensive marketing strategies. It defines KSFs as the competitive elements that most affect a company's ability to prosper in the marketplace, such as specific strategies, product attributes, resources, and capabilities. KSFs determine the difference between profit and loss. The document identifies common types of KSFs and provides examples. It also discusses strategic group mapping to analyze competitors and competitive positions. Finally, it outlines several defensive strategies companies can employ to discourage potential competitors, such as signaling retaliation, fortifying defenses, and continuously improving.
MRF is a leading manufacturer and exporter of tires, conveyor belts, and paints headquartered in Chennai, India. It has 7 manufacturing plants in South India and over 2,500 distribution outlets across India and 65 other countries. MRF differentiates itself through high quality and durable products. It targets individual car owners as well as automotive companies. While it faces competition on factors like price and performance, MRF maintains its leadership through innovation, loyal customers, and financial strength.
This document contains a case study analysis of an unnamed home appliance industry. It includes questions about the industry's dominant features, a Porter's Five Forces analysis, major drivers of change, strategic groups within the industry, key success factors, and a competitive profile matrix comparing major competitors on those success factors. The Porter's Five Forces analysis found the overall industry environment to be satisfactory for competitive firms. Major drivers of change included increasing globalization, product innovation, changing buyer preferences, and changes in costs and efficiency. Key success factors included technology, manufacturing, marketing/distribution, and capabilities/skills. A competitive profile matrix rated competitors like Whirlpool, General Electronics, Maytag, and Electrolux on these success factors.
This document discusses international market selection and entry strategies for companies. It outlines four main strategies for competing globally: international, multinational, global, and transnational. It also discusses factors that influence market selection like pressures for cost reduction and local responsiveness. The key entry decisions are which foreign markets to enter, timing of entry, and scale of entry. Common entry modes include exporting, licensing, franchising, joint ventures, and wholly owned subsidiaries, each with advantages and disadvantages. Strategic competitiveness outcomes depend on effective implementation and management of international operations.
This document analyzes various automotive suppliers and their competitive landscapes. It provides an overview of Delphi Packard's business lines and competitors, then analyzes each competitor's strengths, weaknesses, opportunities, and threats. It also includes sales data for the companies and recommends strategies for Delphi Packard to improve their position in the market.
This document analyzes Delphi Packard's communication operations and provides recommendations. It includes an agenda covering competitive analysis, marketing research, the marketing mix, consumer insights, SWOT analysis, and strategies. It examines Delphi Packard's business lines and competitors, provides sales analysis and market share data. It also analyzes key competitors like Tyco, Molex, Yazaki, and evaluates their strengths, weaknesses, opportunities and threats. Finally, it proposes strategies and recommendations for Delphi Packard's business lines to enhance market share and strategic partnerships.
This document provides a case study analysis of Tata Motors and its growth strategies in the global automotive industry. It discusses factors driving growth in the Indian automotive market such as rising incomes and an increasing middle class. An internal analysis of Tata Motors identifies its resources, processes, customer value proposition and profit formula. The automotive industry is analyzed using PEST, Porter's Five Forces and a strategic diamond. Tata Motors gains competitive advantages through international expansion, alliances like with Fiat, and management development programs.
The Renault-Nissan alliance merger in 1999 combined the French automaker Renault with the struggling Japanese manufacturer Nissan. By leveraging their complementary strengths, addressing cultural differences, and implementing swift integration policies under a credible new leader, the merger was largely successful. It boosted both companies' market share, technological innovation, revenue, and global presence. While mergers carry risks, Renault and Nissan demonstrate how strategic alliances can help firms expand internationally when organic growth is difficult.
This document discusses customer relationship management (CRM) and various relationship marketing strategies. It covers topics such as the inadequacies of traditional marketing mix approaches, the benefits of relationship marketing like gaining loyal customers, and different types of business relationships from transactional to collaborative. Key aspects of CRM are discussed, including developing trust and commitment between partners. The document also examines customer profitability analysis and strategies for managing both profitable and unprofitable customers.
Pengantar ilmu manajeman, khususnya dalam bab strategi manajemen
Grant, R. M. (2016). Contemporary Strategy Analysis: Text and Cases. 9th Edition. UK: John Wiley & Sons.
Hitt, Michael A., Ireland, R. Duane, and Hoskisson, Robert E. (2017). Strategic Management: Concepts and Cases: Competitiveness and Globalization, 12th Edition. Boston, USA: Cengage Learning.
Robbins, Stephen P. and Coulter, Mary. 2016. Management 13th Edition. Pearson Education.
3 key influences:
The value of the product to customers
The intensity of competition
Relative bargaining power at different stages of the value chain.
OBJECTIVES
What are competitor’s current goals? Is performance meeting there goals? How are its goals likely to change?
ADOPTING BEST PRACTICES AND EMPLOYING PROCESS MANAGEMENT TOOLS
This document discusses three routes for enterprises to grow: franchising, ancillarisation, and acquisition. It provides overviews and pros and cons of franchising. It also discusses key considerations for evaluating attractive franchise opportunities. For ancillarisation, it defines ancillary units and provides an overview of how the model works. It also classifies different types of ancillary industries. For acquisitions, it outlines good reasons to purchase an existing business and important factors to evaluate such as determining the real reasons for sale and properly valuing the business.
The document analyzes the heavy equipment manufacturing (HEM) industry and the strategies employed by an Indian HEM company from the 1960s-1980s. In the 1960s, the company pursued quality upgrades, research and development, and cost reduction initiatives. In the 1970s, it focused on exports, developing new markets, and expanding its dealer network. In the 1980s, it ended licensing agreements, reorganized distribution, and emphasized continued R&D. A SWOT analysis identified strengths in quality and costs, and weaknesses in distribution and centralized production. Solutions proposed improving overseas dealer networks, global sourcing arrangements, and reducing costs and components while maintaining quality.
Tata Motors acquired Jaguar Land Rover from Ford Motor Company in 2008. The objectives of the acquisition were to establish Tata's presence in the premium car segment and allow Ford to focus on its core business. The $2.3 billion all-cash deal gave Tata ownership of JLR's manufacturing plants and design centers. The acquisition presented both opportunities like expanding into new markets but also challenges like needing huge capital expenditures to revive JLR and facing tough competition from other automakers. Tata's strategies to manage the acquisition included refinancing debt, pursuing cost reductions at JLR, maintaining JLR's independence, and focusing sales growth in emerging markets.
The document provides an analysis of the blade server market in India and a go-to-market strategy for Hitachi's Blade Symphony product. It finds the market is competitive with established players and price wars. It recommends a phased entry strategy starting with SMB customers and a customized product offering. The strategy involves participation in trade fairs, educational partnerships, and an integrated multichannel sales and support model using direct sales, resellers, and online channels.
The document discusses strategies for dealers to attract capital, control distribution channels, improve profitability, and plan for succession. It notes that rental companies and weak financing plans are hurting dealer margins. It recommends dealers establish rental fleets to penetrate new markets at lower risk than waiting for markets to mature. It also describes the consulting services of Script International for implementing proven market strategies and developing dealer networks internationally.
This document summarizes the key points of a report on the data center colocation market. The market is expected to grow from $31.52 billion in 2017 to $62.30 billion by 2022, representing a compound annual growth rate of 14.60%. The report segments the market by type, end-user, industry, and region. It finds that the wholesale colocation segment and small and medium enterprises are expected to see higher growth rates. North America currently has the largest market share, while Asia Pacific is expected to provide opportunities for future growth. The document identifies leading vendors and outlines the scope and methodology of the report.
The document provides an analysis of entering the US OTR tire market. It finds that the replacement market is a major growth opportunity and targets small and large OTR segments which make up 84% of the market. The strategic objectives are to understand market dynamics, find suppliers, formulate an entry strategy, and create a financial roadmap. The analysis recommends focusing on the value segment, farm/construction/mining industries, and developing OEM relationships to enter the replacement market. The marketing mix outlines competitive pricing and credit terms, expanding the dealer network, and promoting services to differentiate. The launch strategy phases in capturing the farm equipment market first before expanding to construction and mining.
The document outlines a market entry strategy for CEAT tires in the US OTR tire market. It analyzes the market dynamics, competitive landscape, and identifies strategic objectives. The key highlights are:
1) The US OTR tire market is expected to grow at 6.4% annually with replacement demand as the growth driver. CEAT plans to enter the value segment and focus on construction, mining, and agriculture industries.
2) Competitors like BKT and Firestone have high market share through focused strategies. CEAT will focus on a few application areas to build expertise.
3) The launch strategy involves setting up distribution centers, pursuing OEM partnerships like with Mahindra, and promoting eco
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Building Your Employer Brand with Social MediaLuanWise
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2. TAS
Scheme of the presentation
Case Background
Entry Strategies
Business Consolidation & Streamlining
Service & Distribution Network
Leadership
Learning
Case Background
Cummins Inc.
•Automotive Segment
•Power Segment
•Industrial Segment
•Distribution and Service
3. TAS
Scheme of the presentation
MARKET ENTRY
From the details available
in the case, discuss the
reasons for using a
Licensing or Joint Venture
approach for entering the
Chinese market.
Identify the underlying
challenges for each of the
market entry approach.
What other approaches
could have been explored
instead of those used?
If these market entry
approaches were used in
other developing
economies would they
have worked? Please
elaborate.
5. TAS
Nil Less High Moderate High
Moderate Less Less Medium High
High High Medium High Medium
High High High Very High Medium
High Very High Very High Medium High
Political Economic Competition Legal Technology
Exporting
Licensing
Joint
Venture
Strategic
Acquisition
Greenfield
6. TAS
Entry
1981-1993
Expand
1993-1996
Extend
1997-
10 year License agreement to CQAEP Plant
License agreement with DFM for B Engines
JV with CNHTC to form CCEC. (Chongqing Cummins Engine Co)
JV with DFM - DCEC (Dongfeng Cummins Engine Co)
Fleetguard JV with DFM Multi-channel Distribution System
Holset JV with Wuxi Power Engineering Ltd
Greenfield investment – Dynasty brand of
generators
Cummins China Inc – wholly owned holding
company for all JVs.
8. TAS
Cummins Brazil
•four plants
•Distribution network
Cummins India
•1.5 Billion USD Group Revenue
•Cummins in India - seven legal entities across 200 locations
•4 JVs and 3 subsidiaries
9. TAS
Scheme of the presentation
BUSINESS
CONSOLIDATION &
STREAMLINING
What were the compelling
reasons for Cummins to
consolidate its various JVs
and other partnerships?
Could these consolidations
have happened in a
different time frame (i.e.
before or after the time
period mentioned in the
case)? Explain why?
12. TAS
Scheme of the presentation
SERVICE & DISTRIBUTION
NETWORK
Comment on the Chinese
policy of prohibiting
distribution and service of
auto products? What must
have been the compelling
reasons to do so?
Do you think servicing of
auto engines is a business
Cummins should be
worrying about? Please
justify?
Are any of your insights
applicable to other
products and services
across industry sectors?
13. TAS
Reduce Foreign Exchange Depletion
Building Domestic Behemoths
Shielding domestic companies against foreign
companies
Limit the FDI at top of value chain
Government Policy
15. TAS
Strengths
1. Previous Experience
2. High product know-how
3. High Margin Business
Weakness
1. Cultural difference
2. Medium Market Size
3. Less Market knowledge
Opportunities
1. Customer connect
2. Increase Market Awareness
3. Better product quality
Threats
1. Government policies
2. Relationships with partner
companies
…SWOT Analysis for Distribution Business
17. TAS
Scheme of the presentation
LEADERSHIP CONCERNS
Comment on the
leadership approaches
adopted by Cummins for
emerging markets vs.
home market. What in
your opinion necessitates
such a differentiation?
Substantiate your answers
with facts and data from
the case.
What are the merits and
demerits of an expatriate
leader of a multi-national
corporation?
How could businesses of
Tata group companies
apply these learnings?
Take any business and
detail your proposal.
18. TAS
Home Emerging
Local Local & Expatriate
Product Centric Market Centric
Sustain Expand
High Low
High Low
High Low
More Less
Parameter
Leadership
Focus
Objective
Market Awareness
Process Awareness
Synergy
Decision Making Power
Local vs Emerging…
20. TAS
Value of Expats
What they bring
• High product know-how
• Best talents across the world
• Higher alignment with company’s global strategy
• Experience in similar markets
What they don’t bring
• Cultural differences
• Lack of awareness of local market
• Disconnect with staff & language barrier.
22. TAS
Porter’s 5 Forces Analysis: African AC Market
• Unstable political environment
• Potential for Growth
• Last big market
Entrants
Moderate
• No big local players
• Expanding Market
• Several established players
• Less local manufacturing
Competitive Rivalry
• Strong Distributers
• Price consensus among suppliers
• In-house manufacturing
Suppliers
Moderate
• Cheaper Chinese ACs
• Cheap buyer switching cost
Threat of Substitutes
High
• Moderate Cost Sensitivity
• Raising climate challenge
• Lower price differentiation
• Low Switching Cost
Bargaining power of
Buyers
Medium
High
23. TAS
Strengths
1. Market Knowledge in MEA
2. Market leader in home
3. Low cost operations
4. Low D/E of 0.06
Weakness
1. Less Brand Awareness
2. Medium Market Size
3. Corporate Structure
Opportunities
1. CAGR 5.5% till 2022
2. Varying weather
Threats
1. High Competition
2. Civil unrest
3. Unstable government
SWOT Analysis for Voltas in Africa
24. TAS
Scheme of the presentation
APPLIED LEARNING
Do you think, Cummins
learned from its past and
could the present
approach work in future?
Support your arguments
with data within or
outside of the case.
If you were offered to take
up a leadership role of this
business, what skills,
other than knowing
Chinese, would be a must
have.
What would be your
recommendations for a
sustainable, profitable
growth for Cummins in
China in the next decade?
25. TAS
Cummins in 2014
•Operations in 190
countries
•600 distributers &
7200+ dealers
•Locally managed
ABUs.
0.52
0.08
0.04
0.03
0.03
0.03
0.27
Revenue share - 2014
USA
China
Brazil
India
Mexico
UK
Others
Cummins Inc reported a 19.2 B USD revenue and 1.61 B USD profit in 2014.
Various market entry modes
Cummins phased chinese market entry
How cummins used same approach in other emerging markets and its success with the same.
Higher investments need a central local pool to manage resources.
Cummins needed a consolidated Cummins China office to kick-start its greenfield investment in 1997.
Higher investments need a central local pool to manage resources.
Cummins needed a consolidated Cummins China office to kick-start its greenfield investment in 1997.
By 1997 Cummins had a very complex organisational hierachy in china which would delay decision making and also confuse partners as to where to look for answers.
Apple popularized the use of service centers as poles to reach out to customers and give them a demarcating experience.
Challenges faced by Cummins was different in local market. In local market competition was OEMs and Caterpillar who competed with Cummins on the technology front.
Challenges faced by Cummins was different in local market. In local market competition was OEMs and Caterpillar who competed with Cummins on the technology front.
Voltas can use the same approach to gain market entry in north africa through a mix of the approaches mentioned above.
Cummins used its learning in Market entry to a great avail in other emerging markets and later in Africa.
Company supplies parts and service to truck manufacturers in over 190 countries through a distribution network of 600 distributors and over 7,200 dealers..
Local Talent Pool – Cummins India APO Anant Talaulicar
Cummins used its learning in Market entry to a great avail in other emerging markets and later in Africa.
Company supplies parts and service to truck manufacturers in over 190 countries through a distribution network of 600 distributors and over 7,200 dealers..
Local Talent Pool – Cummins India APO Anant Talaulicar
A market like china which is populated and controlled by powerful government and state companies, negotiation ability with government is a priority requirement for any leader.
Cummins Chins future looks bright in near term and clouded in long term. Exit of long term competitor, Caterpillar and lack of big engine manufacturers gives Cummins an opportunity to expand. Also the impending implementation of Euro 6 equivalent emission standard gives Cummins a leg up as competitors lack the technology is high capacity engine segments. Also the fruitition of 700 B USD government stimulus is expected to create new demand as new highways move more goods to the roads.
But on the long term, advancing technology and sustainable practices are expected to reduce goods movement by trucks and this is expected to affect the business. Also worrying is Cummins deep focus on diesel engines and lack of technical capability in high growing electrical engine segment.