Defensive Strategies in Strategic Management - Karim Virani
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This document discusses defensive strategies that companies can use to protect themselves from competitors. It outlines two approaches to defensive strategies - active approaches that aim to block competitors through tactics like expanding the company or innovating new products, and passive approaches that focus on reconnecting with old customers. The advantages of defensive strategies are that they typically involve less risk than offensive strategies and can increase marketing to enhance products/services. However, disadvantages are that the business may not understand its target market well and defensive strategies could inhibit innovation and product development. The document stresses that defensive strategies require planning and that focusing on defense is important when the core business is struggling.
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noorulhadi Lecturer at Govt College of Management Sciences, noorulhadi99@yahoo.com
i have prepared these slides and still using in mylectures, Reference: Portfolio management by S kevin and onlin.
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1. The document discusses various marketing strategies such as focusing resources on opportunities to increase sales and achieve competitive advantage through customer satisfaction, product development, promotion, and pricing.
2. Several types of marketing strategies are described, including those based on market dominance, Porter's generic strategies, innovation strategies, growth strategies, and marketing warfare strategies which draw parallels to military strategies.
3. Diversification strategies like concentric, horizontal, and conglomerate diversification are also outlined as ways for companies to increase profitability through new products and markets.
International business
The document discusses competitive advantage and strategies for gaining competitive advantage. It defines competitive advantage as providing greater value to consumers than competitors through lower prices or superior benefits. It then summarizes Michael Porter's four generic business strategies for achieving competitive advantage: cost leadership, differentiation, cost focus, and differentiation focus. The strategies vary based on the breadth of the market or industry targeted and whether emphasis is placed on lowering costs or differentiating products.
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The document discusses various strategies related to innovation and new product development. It defines key concepts like corporate strategy, business strategy, innovation strategy, and new product strategy. It describes different types of new product strategies, such as Miles and Snow's prospectors, analyzers, defenders, and reactors typology as well as Cooper's types A through E. The document also discusses how to define strategic arenas of focus, including by markets, product types, and technologies. Finally, it provides references for further reading on new product management strategies.
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Business Strategies - Dr. Emmanuel Dotong.pdf
Business strategy covers the plans and actions that a company undertakes to achieve its goals and objectives. These strategies are designed to create value for the organization and its stakeholders while gaining a competitive advantage in the market. Business strategies are crucial for the success of a company as they guide decision-making processes and provide a roadmap for achieving desired outcomes.
There are several types of business strategies that companies can use to achieve their goals. These include:
Integration Strategies: These strategies involve merging or acquiring other companies to gain access to new markets, technologies, or resources. Integration strategies can be vertical, horizontal, or conglomerate.
Intensive Strategies: These strategies focus on increasing market share and profitability within existing markets. This may involve expanding product lines, increasing marketing efforts, or improving distribution channels.
Diversification Strategies: These strategies involve expanding into new markets or industries. This can be done through related diversification, where the company enters a new market that is related to its existing business, or unrelated diversification, where the company enters a completely new market.
Defensive Strategies: These strategies are designed to protect the company from external threats. This may involve reducing costs, divesting non-core businesses, or implementing anti-takeover measures.
Overall, the choice of business strategy will depend on the company's goals, resources, and competitive environment. By selecting the right strategy and implementing it effectively, companies can position themselves for long-term success.
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This document discusses different types of strategies that organizations use. It outlines four main types of strategies:
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2. Intensive strategies like market penetration, market development, and product development to improve competitive position in existing markets and products.
3. Diversification strategies such as related and unrelated diversification to expand into new product lines and markets to reduce risk.
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The document provides examples for each type of strategy.
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The document discusses a growth strategy for small- and medium-sized enterprises (SMEs) to achieve double-digit annual growth without new products. It recommends focusing first on protecting existing business by understanding competitors and customer values. The next steps are to further penetrate existing market segments, extend into new segments with current products, and finally diversify into new markets with new products. This four-step strategic pathway emphasizes operational excellence in current activities before more ambitious moves, and can support significant sales growth for SMEs over three to five years.
finance presesntation
This document is a student assignment on pricing strategies. It discusses several pricing approaches including price skimming, market penetration pricing, cost-plus pricing, and psychological pricing. For each approach, it outlines the basic concept, advantages, and disadvantages. Key points covered include using a premium price for new unique products, gaining large market share quickly with low prices under penetration pricing, setting price based on costs under cost-plus pricing, and encouraging sales through emotional customer responses with psychological pricing. References are also provided.
Internal assignment no 2(MBA208)BY ANIL KUMAR
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8B Strategic Product Management - Competitors Present & Future Objectives
8B Strategic Product Management - Competitors Present & Future ObjectivesRajesh Satpathy, Regional College of Management (RCM), Bhubaneswar
The document discusses strategies for market challengers to expand their market share. It describes several types of attack strategies challengers can use, including frontal attacks, flank attacks, encirclement attacks, and bypass attacks. It also provides examples of how challengers can specifically attack, such as using price discount strategies, cheaper product strategies, prestige product strategies, product proliferation strategies, product or distribution innovation, and intensive advertising. The overall goal of these strategies is for the challenger to increase its market share by targeting the weaknesses or open areas of the market leader.Defensive-Strategy for management strategy
Defensive strategies are used by market leaders to hold onto their position against competitors trying to take market share. The goal is to maintain existing market share and maximize profits by reinforcing competitive advantages and making it difficult for others to enter the market. There are various defensive strategies including position defense to hold the current position, mobile defense through constant changes, and flanking defense through diversification into new markets. When pursuing a defensive strategy, there is little room for error as competitors can do significant damage even by capturing a small part of the business.
Diversification and Defensive Strategies
Diversification strategies seek to increase profitability through greater sales volume from new products and markets. There are three main types: concentric adds related products, horizontal adds products for existing customers, and conglomerate adds unrelated products. Defensive strategies protect market share, profitability, and mind share. They include joint ventures, retrenchment through cost reduction, divestiture by selling divisions, and liquidation by selling all assets. Diversification and defensive strategies allow firms to expand operations and lessen risks of being attacked by competitors.
Module 1
The document discusses strategic management and strategy. It defines strategy as management's action plan for growing the business, attracting customers, competing successfully, and achieving performance goals. A good strategy answers the questions of where the company needs to go and how it will get there. An effective strategy pursues competitive advantages like low costs, differentiation, niche focus, or unique capabilities. It also discusses how strategies evolve over time in response to changes. A strong strategy is connected to a viable business model where revenues exceed costs.
From defensive to offensive growth during the pandemic generated by COVID-19
The document discusses strategies for companies to shift from a defensive to offensive posture during the COVID-19 pandemic. It outlines that initially companies focused on mitigating risks, ensuring liquidity and stabilizing operations. However, it is now time to prepare for growth by developing new products/services, pivoting business models and investing in new technologies. Offensive companies focus on potential opportunities rather than risks alone and allocate significant budgets to technology investments. The document provides steps for companies to assess impacts, develop new strategies to beat competitors, strengthen teams and implement new value propositions to drive growth.
From defensive to offensive growth during the pandemic generated by COVID-19
Mitigating the highest risks is crucial from an operational point of view as well as from a cash flow point of view. This is a continuous effort. Short-term liquidity and solvency actions are essential.
Fundamentals of management ppt
This document provides an overview of business strategy concepts. It defines strategy and outlines its key features and benefits. The document then discusses the strategic intent process, including vision, mission, objectives, formulation, implementation, and evaluation. It covers different types of strategies such as integration, intensive, diversification, and defensive strategies. The document also explains the three levels of strategy - corporate, business, and functional - and provides details on corporate and business-level strategies. Finally, it introduces the Boston Consulting Group (BCG) matrix model for portfolio analysis.
Chapter 8Planning & StrategyPlanning & StrategyP.docx
Chapter 8
Planning & Strategy
Planning & StrategyPlanning Identify appropriate goals & courses of actionStrategyThe cluster of decisions and actions that managers take to help an organization reach its goals.
Three Steps of Planning Process
Mission & GoalsDefining the BusinessWho are our customers?What customer needs are being satisfied?How are we satisfying customer needs Establishing Major GoalsProvides the organization with a sense of directionStretches the organization to higher levels of performance.Goals must be challenging but realistic with a definite period in which they are to be achieved.
Corporate-LevelPlanTop management’s decisions pertaining to the organization’s mission, overall strategy, and structure.Provides a framework for all other planning.Strategywhich industries and national markets an organization intends to compete.
Business-LevelPlanDivisional managers’ decisions pertaining to divisions long-term goals overall strategy, and structure.Identifies how the business will meet corporate goals.Strategyhow a division intends to compete against its rivals
Functional-LevelPlanFunctional managers’ decisions pertaining to the goals to help the division attain its goals.Functional StrategyA plan that indicates how a function intends to achieve its goals.
Time HorizonsThe intended duration of a plan.Long-term plans are usually 5 years or more.Intermediate-term plans are 1 to 5 years.Short-term plans are less than 1 year.Corporate and business-level goals and strategies require long- and intermediate-term plans.Functional plans focus on short-to intermediate-term plansMost organizations have a rolling planning cycle
Standing PlansUse in programmed decision situationsPolicies are general guides to action.Rules are formal written specific guides to action.Standard operating procedures (SOP) specify an exact series of actions to follow.Single-Use PlansDeveloped for a one-time, nonprogrammed issue.Programs, Projects
Why Planning is ImportantFacilitate participation in decision makingGive organization a sense of purposeHelps coordinate different functions & divisionsServes as a control mechanism
Scenario PlanningContingency plans“What if” analysesMultiple forecasts of potential scenariosPlans to respond to each scenarioNecessary because organizational environments are unpredictable.
Strategy FormulationSWOT AnalysisStrengthsWeaknessesOpportunitiesThreats
The Five Environmental Forces
Competitive Forces
Level of Rivalry
Increased competition results in lower profits.Potential for Entry
Easy entry leads to lower prices and profits.
Power of Suppliers
If there are only a few suppliers of important items, supply costs rise.
Power of Customers
If there are only a few large buyers, they can bargain down prices.
Substitutes
More available substitutes tend to drive down prices and profits.
Corporate-Level StrategiesAimed at growing the company, producing more goods & services, respond to threatsThree ...
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Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationOperational Excellence Consulting
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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Defensive Strategies in Strategic Management - Karim Virani
- 1. Presenter : Karim Virani
- 2. Defensive strategies are management tools that can be used to fend off an attack from a potential competitor Understanding Strategy
- 3. Approaches to Defensive Strategy Active Approach Aimed at Blocking Competitors Passive Approach New Product Innovation Company Expansion Reconnect with old Customers
- 4. Advantages of Defensive Strategy Increasing your marketing and advertising Typically less risk-laden than offensive strategies Enhance the value of your products or services.
- 5. Disadvantages to Defensive Strategy Business does not understand its target market. Innovation and product development.
- 6. Creating a strong defensive strategy requires deep planned out thinking and a distinct set of activities. Programs that make no sense as growth initiatives might be highly effective defensive tactics. Focusing on growth is good but companies should prioritize defensive strategy; when the core business struggles it is almost impossible to support growth programs. Any defensive strategy you employ should be balanced with a long- term strategy for growing your business …. Defense matters most. Conclusion