Cisco is a company that has grown through acquisitions. A look at the strategy they employ to acquire various company and post merger analysis along with the flaws.
Dell's direct sales model allowed it to achieve several strategic advantages over competitors. By eliminating resellers, Dell reduced costs and was able to pass on savings to customers. Dell also maintained very low inventory levels and collaborated closely with suppliers to achieve just-in-time manufacturing. This allowed Dell to quickly customize products for customers and respond rapidly to problems. Dell's build-to-order and mass customization approach positioned it for success as the PC industry grew rapidly in the 1990s.
Dell is a Fortune 500 company that was founded in 1984 by Michael Dell. It started from his dorm room at the University of Texas and grew to become the third largest PC vendor in the world. Dell deals directly with customers and offers over 1.6 million possible product configurations. It has a global supply chain and major suppliers include Microsoft, Intel, Nvidia and Sony. Dell's organizational structure is divided into three geographic segments and it derives the majority of its revenue from mobility, desktop PCs, and services. A SWOT analysis identifies Dell's strengths in direct sales and branding, weaknesses in supply chain management, opportunities in new markets, and threats from competition.
CEMEX has benefited from globalization through risk mitigation, access to local resources and capital accumulation, no need for local product adaptation, increased market share, improved plant efficiency, and better management practices. Globalization allows CEMEX to achieve economies of scale, reach new customer segments, and increase research and development. Going forward, CEMEX should focus on establishing a global culture, expanding through mergers and acquisitions, entering new markets to avoid hostile takeovers, investing in R&D and quality, leveraging IT, targeting emerging markets like BRICS nations, and considering factors like EBITDA, culture, geography, and stability when selecting new countries.
Nucor Corporation is a Fortune 500 steel company founded in the 1960s. It is now the second largest steel producer in the US. The company focuses on producing steel from recycled scrap metal and steel joists. Under the leadership of CEO Kenneth Iverson for over 30 years, Nucor grew rapidly even during difficult times for the steel industry through innovation, modern equipment, customer service, and competitive prices. The company operates 25 plants across rural areas of the US and favors a non-union employment model with performance-based pay and benefits.
1. Dell's key differentiation strategies include selling directly to customers, build-to-order manufacturing allowing mass customization, maintaining just-in-time component inventories, partnering closely with suppliers, market segmentation, and strong customer relationship management.
2. Both Dell and HP have strong brand recognition but also face threats from competitors and changes in the global IT market. Dell relies on its supply chain while HP has diversified through acquisitions.
3. The document provides market share data for leading companies in Azerbaijan's computer market from 2001-2012 and facts about the founding and history of Dell and HP.
Cisco is a company that has grown through acquisitions. A look at the strategy they employ to acquire various company and post merger analysis along with the flaws.
Dell's direct sales model allowed it to achieve several strategic advantages over competitors. By eliminating resellers, Dell reduced costs and was able to pass on savings to customers. Dell also maintained very low inventory levels and collaborated closely with suppliers to achieve just-in-time manufacturing. This allowed Dell to quickly customize products for customers and respond rapidly to problems. Dell's build-to-order and mass customization approach positioned it for success as the PC industry grew rapidly in the 1990s.
Dell is a Fortune 500 company that was founded in 1984 by Michael Dell. It started from his dorm room at the University of Texas and grew to become the third largest PC vendor in the world. Dell deals directly with customers and offers over 1.6 million possible product configurations. It has a global supply chain and major suppliers include Microsoft, Intel, Nvidia and Sony. Dell's organizational structure is divided into three geographic segments and it derives the majority of its revenue from mobility, desktop PCs, and services. A SWOT analysis identifies Dell's strengths in direct sales and branding, weaknesses in supply chain management, opportunities in new markets, and threats from competition.
CEMEX has benefited from globalization through risk mitigation, access to local resources and capital accumulation, no need for local product adaptation, increased market share, improved plant efficiency, and better management practices. Globalization allows CEMEX to achieve economies of scale, reach new customer segments, and increase research and development. Going forward, CEMEX should focus on establishing a global culture, expanding through mergers and acquisitions, entering new markets to avoid hostile takeovers, investing in R&D and quality, leveraging IT, targeting emerging markets like BRICS nations, and considering factors like EBITDA, culture, geography, and stability when selecting new countries.
Nucor Corporation is a Fortune 500 steel company founded in the 1960s. It is now the second largest steel producer in the US. The company focuses on producing steel from recycled scrap metal and steel joists. Under the leadership of CEO Kenneth Iverson for over 30 years, Nucor grew rapidly even during difficult times for the steel industry through innovation, modern equipment, customer service, and competitive prices. The company operates 25 plants across rural areas of the US and favors a non-union employment model with performance-based pay and benefits.
1. Dell's key differentiation strategies include selling directly to customers, build-to-order manufacturing allowing mass customization, maintaining just-in-time component inventories, partnering closely with suppliers, market segmentation, and strong customer relationship management.
2. Both Dell and HP have strong brand recognition but also face threats from competitors and changes in the global IT market. Dell relies on its supply chain while HP has diversified through acquisitions.
3. The document provides market share data for leading companies in Azerbaijan's computer market from 2001-2012 and facts about the founding and history of Dell and HP.
Comprehensive report of Flat Glass Industry Analysis done as part of our Ex MBA course in a span of 1 yr, spread over 3 trimesters. Report covers:
Industry overview and Indian market scenario
Porter's 5 forces
PESTLE Analysis
Key players & market shares
Strategic Groups,
Industry Attractiveness
Key performance indicators of whole Industry
Financial Analysis, Value Chain Analysis, Profit Pool Analysis
Regulatory issues and suggestion to govt
Marketing and HR
Growth & investment areas
Summary
Intel was considering locations for a new assembly and test plant and evaluated China, India, Vietnam, and other countries. Key criteria included infrastructure costs, transportation, policies, and workforce. China was a major market but concerns included intellectual property protection. India had a growing economy but lacked semiconductor policies. Vietnam had rapid GDP growth and lower wages than China. In the end, Intel selected Ho Chi Minh City, Vietnam as the site based on its overall advantages.
Newell Company began in 1902 and pursued a strategy of growth through acquisition over the decades. It made many acquisitions in various product categories including cookware and storage products. In the 1990s, Newell faced challenges as mass retailers gained leverage, and it acquired Calphalon and Rubbermaid to expand its product portfolio and achieve a market capitalization target of $10 billion. The acquisition of Calphalon provided access to new markets but risks included discarding existing processes, while Rubbermaid would aid goals like cost efficiency if successfully integrated through Newell's standardization process.
Dell implemented a new business model where it converted its operations to build-to-order and eliminated inventories through just-in-time systems. This allowed Dell to integrate new technologies quickly and maintain low inventory levels. Dell also began selling directly to consumers. By putting supply chain capabilities at the core of its strategy, Dell developed superior supply chain management that improved efficiency. However, Dell had to make strategic tradeoffs to align its functions with this new business model.
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...Himanshu Arora
This document summarizes the resource-based view of strategy. It discusses:
1. The evolution of strategic theories from focusing on industry structure to recognizing the importance of a firm's internal resources.
2. How the resource-based view sees firms as collections of tangible and intangible assets that determine effectiveness and competitive advantage.
3. Five tests to determine if a resource is competitively valuable - inimitability, durability, appropriability, substitutability, and competitive superiority.
4. Strategic implications around identifying, investing in, upgrading, and leveraging resources to meet the five tests and gain competitive advantage.
1) Deep learning has achieved great success in many computer vision tasks such as image classification, object detection, and segmentation. Convolutional neural networks (CNNs) are often used.
2) The size and quality of training datasets is crucial, as deep learning models require large amounts of labeled data to learn meaningful patterns. Data augmentation and synthesis can help increase data quantity and quality.
3) Semi-supervised and transfer learning techniques can help address the challenge of limited labeled data by making use of unlabeled data as well. Generative adversarial networks (GANs) have also been used for data augmentation.
The document summarizes the Capstone simulation results of Minhee Huh, Molly McGowan, and King Tan. Their original strategy was cost leadership and differentiation but they shifted to focus on cost leadership and differentiation. They achieved peak market share in round 4 but then lost shares. Their 3-year plan focuses on developing new products, entering new segments, and making investments. They achieved high sales, profits, and stock price over the 8 rounds.
Polaris Industries is a manufacturer of powersports vehicles founded in 1954 in Minnesota. It started by making farm equipment but shifted to snowmobiles after employees created one for fun. Polaris has since expanded to produce ATVs, motorcycles, and other vehicles. It has grown significantly over 60 years to employ over 7,000 worldwide and generate $3.8 billion in annual sales. Polaris focuses on innovation, growth into new markets, and maintaining a lean manufacturing process to remain a leader in the powersports industry.
This document discusses strategic management concepts related to international business strategies. It covers several key points:
1. It outlines learning outcomes related to assessing international market potential, identifying sources of competitive advantage, distinguishing international strategy types, and evaluating market entry options.
2. It introduces frameworks for international strategy and the difference between international versus global strategies.
3. It discusses strategic motives for entering foreign markets such as accessing new customers, exploiting core competencies, achieving lower costs, and spreading business risk.
Nucor is the largest steel producer in the US. Its mission is to be the lowest cost and highest quality steel producer. It faces high competition globally and domestically. Nucor has been highly successful due to its strategy of pursuing cost reductions through advanced technology, empowering employees, and maintaining quality. However, rising iron ore and scrap prices present a threat. Nucor is well positioned due to its low costs and innovation, but further expansion and protecting its supply chain could strengthen its position.
Nucor Corporation combats low-cost foreign steel imports and depressed domestic market demand through strategic objectives focused on low production costs, technological innovation, and product diversification. As the largest steel producer and recycler in the US, Nucor aims to increase market share and returns across economic cycles through minimill production methods, acquisitions, joint ventures, and a wide range of value-added steel products. While facing challenges from global excess capacity and competition, Nucor maintains competitive advantages through its corporate culture of continuous improvement, operational efficiencies, and strategic expansion both domestically and abroad.
CEMEX began as a small regional cement firm in Mexico in 1906 and has since grown to be a global conglomerate providing building materials in over 50 countries. The document discusses CEMEX's financial performance globally and in its home country of Mexico, where it maintains a dominant market position. It also covers CEMEX's strategy of first strengthening its core competencies before expanding internationally through exports and acquisitions, with its first major move being the purchase of cement companies in Spain in 1992.
Pest & swot analysis ,buiness & corporate level strategy of dellMuhammad Hashim
This presentation is about Dell Inc. it includes Introduction , PEST analysis , SWOT analysis , Business level strategy and Corporate level strategy of Dell. it will help you a lot in understanding dell company strategies.
The document discusses a USAID initiative called the Regional Competitiveness Initiative (RCI) that aimed to boost economic growth in South Eastern Europe. RCI provided small grants to establish Centers of Excellence and Innovation (CEIs) focused on sectors like ICT, agriculture, tourism, and manufacturing. This supported the development of 5 initial CEIs in various countries. It later expanded the network of CEIs and helped integrate them regionally. The CEIs worked to stimulate innovation, provide training, and increase competitiveness across multiple sectors in the region.
Deloitte research found that while many medtech companies are well-positioned to drive the future of health, they likely won’t be able to do it alone. Rather than focusing on making incremental
improvements to their devices, they should focus on using transformative and cognitive technologies
to enhance products and offer services. They could do this by developing or partnering to acquire
sophisticated data analytics capabilities, getting much closer to the consumer, and leveraging new
cognitive technologies to improve operations.
Microsoft Diversification Strategy FinalRahul Kumar
Microsoft has diversified its business across various industries including software, hardware, online services and more. It reorganized into three divisions focused on platforms and services, business solutions, and entertainment/devices. This diversification strategy was in response to market changes and helped Microsoft expand beyond its core desktop software business into new growth areas as the IT industry evolved. Continued diversification will be important for Microsoft to adapt to future industry shifts.
Nestle Mineral Water-Operation & ProductionSalma Bashir
In the manufacturing of product what essential factors are required for production. Role of plant layout, plant location, employee, product design for a successful product...
Comprehensive report of Flat Glass Industry Analysis done as part of our Ex MBA course in a span of 1 yr, spread over 3 trimesters. Report covers:
Industry overview and Indian market scenario
Porter's 5 forces
PESTLE Analysis
Key players & market shares
Strategic Groups,
Industry Attractiveness
Key performance indicators of whole Industry
Financial Analysis, Value Chain Analysis, Profit Pool Analysis
Regulatory issues and suggestion to govt
Marketing and HR
Growth & investment areas
Summary
Intel was considering locations for a new assembly and test plant and evaluated China, India, Vietnam, and other countries. Key criteria included infrastructure costs, transportation, policies, and workforce. China was a major market but concerns included intellectual property protection. India had a growing economy but lacked semiconductor policies. Vietnam had rapid GDP growth and lower wages than China. In the end, Intel selected Ho Chi Minh City, Vietnam as the site based on its overall advantages.
Newell Company began in 1902 and pursued a strategy of growth through acquisition over the decades. It made many acquisitions in various product categories including cookware and storage products. In the 1990s, Newell faced challenges as mass retailers gained leverage, and it acquired Calphalon and Rubbermaid to expand its product portfolio and achieve a market capitalization target of $10 billion. The acquisition of Calphalon provided access to new markets but risks included discarding existing processes, while Rubbermaid would aid goals like cost efficiency if successfully integrated through Newell's standardization process.
Dell implemented a new business model where it converted its operations to build-to-order and eliminated inventories through just-in-time systems. This allowed Dell to integrate new technologies quickly and maintain low inventory levels. Dell also began selling directly to consumers. By putting supply chain capabilities at the core of its strategy, Dell developed superior supply chain management that improved efficiency. However, Dell had to make strategic tradeoffs to align its functions with this new business model.
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...Himanshu Arora
This document summarizes the resource-based view of strategy. It discusses:
1. The evolution of strategic theories from focusing on industry structure to recognizing the importance of a firm's internal resources.
2. How the resource-based view sees firms as collections of tangible and intangible assets that determine effectiveness and competitive advantage.
3. Five tests to determine if a resource is competitively valuable - inimitability, durability, appropriability, substitutability, and competitive superiority.
4. Strategic implications around identifying, investing in, upgrading, and leveraging resources to meet the five tests and gain competitive advantage.
1) Deep learning has achieved great success in many computer vision tasks such as image classification, object detection, and segmentation. Convolutional neural networks (CNNs) are often used.
2) The size and quality of training datasets is crucial, as deep learning models require large amounts of labeled data to learn meaningful patterns. Data augmentation and synthesis can help increase data quantity and quality.
3) Semi-supervised and transfer learning techniques can help address the challenge of limited labeled data by making use of unlabeled data as well. Generative adversarial networks (GANs) have also been used for data augmentation.
The document summarizes the Capstone simulation results of Minhee Huh, Molly McGowan, and King Tan. Their original strategy was cost leadership and differentiation but they shifted to focus on cost leadership and differentiation. They achieved peak market share in round 4 but then lost shares. Their 3-year plan focuses on developing new products, entering new segments, and making investments. They achieved high sales, profits, and stock price over the 8 rounds.
Polaris Industries is a manufacturer of powersports vehicles founded in 1954 in Minnesota. It started by making farm equipment but shifted to snowmobiles after employees created one for fun. Polaris has since expanded to produce ATVs, motorcycles, and other vehicles. It has grown significantly over 60 years to employ over 7,000 worldwide and generate $3.8 billion in annual sales. Polaris focuses on innovation, growth into new markets, and maintaining a lean manufacturing process to remain a leader in the powersports industry.
This document discusses strategic management concepts related to international business strategies. It covers several key points:
1. It outlines learning outcomes related to assessing international market potential, identifying sources of competitive advantage, distinguishing international strategy types, and evaluating market entry options.
2. It introduces frameworks for international strategy and the difference between international versus global strategies.
3. It discusses strategic motives for entering foreign markets such as accessing new customers, exploiting core competencies, achieving lower costs, and spreading business risk.
Nucor is the largest steel producer in the US. Its mission is to be the lowest cost and highest quality steel producer. It faces high competition globally and domestically. Nucor has been highly successful due to its strategy of pursuing cost reductions through advanced technology, empowering employees, and maintaining quality. However, rising iron ore and scrap prices present a threat. Nucor is well positioned due to its low costs and innovation, but further expansion and protecting its supply chain could strengthen its position.
Nucor Corporation combats low-cost foreign steel imports and depressed domestic market demand through strategic objectives focused on low production costs, technological innovation, and product diversification. As the largest steel producer and recycler in the US, Nucor aims to increase market share and returns across economic cycles through minimill production methods, acquisitions, joint ventures, and a wide range of value-added steel products. While facing challenges from global excess capacity and competition, Nucor maintains competitive advantages through its corporate culture of continuous improvement, operational efficiencies, and strategic expansion both domestically and abroad.
CEMEX began as a small regional cement firm in Mexico in 1906 and has since grown to be a global conglomerate providing building materials in over 50 countries. The document discusses CEMEX's financial performance globally and in its home country of Mexico, where it maintains a dominant market position. It also covers CEMEX's strategy of first strengthening its core competencies before expanding internationally through exports and acquisitions, with its first major move being the purchase of cement companies in Spain in 1992.
Pest & swot analysis ,buiness & corporate level strategy of dellMuhammad Hashim
This presentation is about Dell Inc. it includes Introduction , PEST analysis , SWOT analysis , Business level strategy and Corporate level strategy of Dell. it will help you a lot in understanding dell company strategies.
The document discusses a USAID initiative called the Regional Competitiveness Initiative (RCI) that aimed to boost economic growth in South Eastern Europe. RCI provided small grants to establish Centers of Excellence and Innovation (CEIs) focused on sectors like ICT, agriculture, tourism, and manufacturing. This supported the development of 5 initial CEIs in various countries. It later expanded the network of CEIs and helped integrate them regionally. The CEIs worked to stimulate innovation, provide training, and increase competitiveness across multiple sectors in the region.
Deloitte research found that while many medtech companies are well-positioned to drive the future of health, they likely won’t be able to do it alone. Rather than focusing on making incremental
improvements to their devices, they should focus on using transformative and cognitive technologies
to enhance products and offer services. They could do this by developing or partnering to acquire
sophisticated data analytics capabilities, getting much closer to the consumer, and leveraging new
cognitive technologies to improve operations.
Microsoft Diversification Strategy FinalRahul Kumar
Microsoft has diversified its business across various industries including software, hardware, online services and more. It reorganized into three divisions focused on platforms and services, business solutions, and entertainment/devices. This diversification strategy was in response to market changes and helped Microsoft expand beyond its core desktop software business into new growth areas as the IT industry evolved. Continued diversification will be important for Microsoft to adapt to future industry shifts.
Nestle Mineral Water-Operation & ProductionSalma Bashir
In the manufacturing of product what essential factors are required for production. Role of plant layout, plant location, employee, product design for a successful product...
B2B marketing and sales field has long been ignored by both schools and industries worldwide for a long time. After being in the B2B M&S for more than 33 years, I finally have an opportunity to promote it officially on campuses here in Taiwan to students who are entitled to it with great genuine contents.
35. Exhibit 4A Financial Performance for major ODMs (millions)
(in Million)
Hon Hai Year ending 2002 2001 2000 1999 1998
Sales 7455 4459 2925 1872 1235
COGS 6356 3645 2282 1400 869
Net Income 488 379 309 239 170
Assets 3819 2893 2641 1808 1137
Quanta Year ending 2002 2001 2000 1999 1998
Sales 4114 3254 2528 2428 1602
COGS 3753 2840 2259 2078 1293
Net Income 314 346 238 298 284
Assets 2870 2025 1456 868 547
Compal Year ending 2002 2001 2000 1999 1998
Sales 3368 2237 2228 1516 1142
COGS 3076 2043 2025 1318 968
Net Income 229 157 179 174 150
Assets 2613 1727 1491 1223 917
acer Year ending 2002 2001 2000 1999 1998
Sales 3015 2695 1454 1222 1032
COGS 2681 2424 1288 1094 942
Net Income 250 30 139 70 45
Assets 3175 3366 1370 1090 753
35
36. Exhibit 4B Financial Performance for major ODMs (millions)
BenQ Year ending 2002 2001 2000 1999 1998
Sales 2696 1704 1454 1222 N/A
COGS 2343 1493 1288 1098 N/A
Net Income 214 88 138 70 N/A
Assets 2020 1593 1370 1090 N/A
Arima Year ending 2002 2001 2000 1999 1998
Sales 1595 913 1506 1274 978
COGS 1540 856 1388 1158 866
Net Income 13 21 95 91 84
Assets 869 718 752 736 365
Lite-On Year ending 2002 2001 2000 1999 1998
Sales 1169 753 488 270 N/A
COGS 862 570 380 211 N/A
Net Income 167 74 42 22 N/A
Assets 731 516 350 178 N/A
36
37. Exhibit 5 sourcing strategies as a percentage of Global
Mobil Handset shipment 2002 and 2005
Responsibility for Design Responsibility for Manufacturing 2002 2005E
OEM OEM 70% 56%
OEM EMS 22% 25%
OEM ODM 7% 18%
37
38. Exhibit 7 Global Handset ( Sell-through) Shipment Forecast
by region( in Millions of unit)
Region 1997 1998 1999 2000 2001 2002E 2003E
Asia Pacific 44 63 90 132 136 147 164
Western Europe 32 59 96 140 99 98 109
North America 26 36 45 69 81 81 85
Eastern Europe 3 5 9 17 24 27 34
Latin America 8 12 24 32 30 27 28
Rest of World 3 5 8 18 20 19 21
Total 116 180 272 408 390 399 441
38
