Grand strategy matrix
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McDonald's market share in the US has been declining as the fast food industry grows slowly. To address this, McDonald's is considering two strategies: expanding into the growing Asian markets of China and India, or focusing on offering healthier menu options. A quantitative strategic planning matrix analysis determined that expanding into Asia, particularly China and India, would be the better long-term strategy due to the high potential for market growth in those countries.
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STRATEGIC MANAGEMENT - STRATEGY ANALYSIS AND CHOICE.pptx
Strategic analysis and choice largely involve making subjective decisions based on objective information.
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Space matrix
The document discusses the SPACE Matrix, a four-quadrant framework that indicates which type of strategies are most appropriate for an organization based on its strategic position. The matrix evaluates an organization across internal dimensions like financial position and competitive position, and external dimensions like stability position and industry position to place the organization in an aggressive, conservative, defensive, or competitive quadrant. Each quadrant suggests different types of strategies, such as using strengths aggressively for the aggressive quadrant or focusing on weaknesses for the defensive quadrant.
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STRATEGIC MANAGEMENT - STRATEGY ANALYSIS AND CHOICE.pptx
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1) The document outlines Andrews Co.'s strategy to establish market leadership in the sensor industry through quality, low-cost products.
2) The company's value proposition is to strive for market leadership in the low segment by serving customers and continuously innovating top products.
3) The initial strategy of placing all products in the middle and allowing drift was flawed, resulting in losses. The strategy shifted to focusing on key segments and products, leading to improved profits and market share gains.
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The document discusses the Strategic Position and Action Evaluation (SPACE) matrix, which is a tool used to evaluate strategic plans and determine a company's strategic posture in the market. It involves assessing factors related to an organization's competitive advantage, industry strength, environmental stability, and financial strength to plot the company's position on the SPACE matrix. The position will indicate which of four strategic postures - defensive, conservative, competitive, or aggressive - the company should pursue.
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Strategy analysis and change- Matrix
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Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
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Report mc donald's
McDonald's is analyzing strategies to address declining US market share and product life cycle challenges. Two alternative strategies are expanding into the large and growing Asian markets of China and India, or offering healthier menu options. Quantitative analysis using the EFE, IFE, QSPM, and other matrices indicates expanding into Asia, specifically China and India, has the highest potential for long-term success due to factors like global brand recognition, cultural diversity, and large market growth opportunities. The recommended strategy is to continue franchise expansion in Asia while allowing some menu customization for local tastes.
19 I A SAMPLE MARKETING PLAN The Table of Contents
19
I
A SAMPLE MARKETING PLAN
The Table of Contents
provides quick access to
the topics in the plan,
usually organized by FIVE-YEAR MARKETING PLAN
section and subsection Paradise Kitchens'P, Inc.
headings.
Table of Contents
1. Executive Summary
Seen by many experts as
the single most important 2. Company Description
element in the plan, the
Executive Summary, with a Paradise Kitchens'P, Inc. was started in 1989 by cofounders
maximum of two pages, Randall F Peters and Leah E. Peters to develop and market Howlin'
"sells" the document to Coyote® Chili, a unique line of single-serve and microwaveable
readers through its clarity Southwestern/Mexican style frozen chili products. The Howlin'
and brevity. Coyote'" line of chili was introduced into the Minneapolis-St. Paul
/
/ market in 1990. The line was subsequently expanded to Denver in
1992 and Phoenix in 1994.
To the Company's knowledge, Howlin' Coyote'" is the only
premium-quality, authentic Southwestern/Mexican style, frozen
The Company DeSCriPtiOl41 chili sold in U.S. grocery stores. Its high quality has gained fast,
highJights the recent widespread acceptance in these markets. In fact, same-store sales
history and recent doubled in the last year for Wl.liChdata are available. The Company
successes of the believes the Howlin' Coyote'" brand can be extended to other
organization. categories of Southwestern/Mexican food products.
Paradise Kitchens believes its high-quality, high-price strategy
has proven successful, This marketing plan outlines how the
Company will extend its geographic coverage from 3 markets to
20 markets by the year 2003.
The Strategic Focus and
3. Strategic Focus and PlanPlan sets the strategic
direction for the entire
This section covers three aspects of corporate strategy that
organization, a direction
influence the marketing plan: (1) the mission, (2) goals, and
with which proposed
(3) core competence/sustainable competitive advantage of
actions of the marketing
Paradise Kitchens. plan must be consistent.
This section is not included MISSION
in all marketing plans.
The mission and vision of Paradise Kitchens is to market lines
of high-quality Southwestern/Mexican food products at premium.r!prices that satisfy consumers in this fast-growing food segment
,..----------- i while providing chaUenging career opportunities for employees
The Mission Statement. and above-average returns to stockholders.
focuses the activities of
Paradise Kitchens for the
stakeholder groups to be
served.
!
\
i
20 CHAPTER 1 FOUNDATIONS OF STRATEGIC MARKETING MANAGEMENT
For the coming five years Paradise Kitchens seeks to achieve
the following goals:
Nonfinancial goals
1. To retain its present image as the highest-quality line of
Southwestern/Mexican products in the food categories
in which it competes.
2. To enter 17 new metropolitan markets.
3. To achieve national distribution in two convenience
store or super ...
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This document provides an overview of strategy analysis and choice, including generating alternative strategies, selecting strategies to pursue, and frameworks for comprehensive strategy formulation. It discusses various tools that can be used in a three stage process - the input stage uses EFE, IFE and CPM matrices, the matching stage uses SWOT, SPACE, BCG and IE matrices to generate strategies, and the decision stage uses QSPM to evaluate strategies. It also provides details on the SPACE, BCG and IE matrices and how they can be used to analyze strategic position, portfolio of business units, and generate appropriate strategies.
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Matrix is used in management off organization or we can say it a matrix management within an organization. It is defined as: It is a type of organizational management wherein employees of similar skills are shared for work assignments. Simply stated, it is a structure in which the workforce reports to multiple managers of different roles. It is recognizing that companies have both vertical and horizontal chains of command, for which matrix model is created. The concept of this principle lies in the ability to manage the collaboration of people across various functions and achieve strategic objectives through key projects.
Business Level Strategies & Functional Level Strategies
The document provides an overview of business level strategies and functional level strategies. It discusses the five generic business level strategies of cost leadership, differentiation, and focused cost leadership and differentiation. It also discusses developing functional level strategies to support business level strategies. Key functions discussed include finance, marketing, operations, and human resources. Developing strategies at all levels can help a company gain a competitive advantage.
Strategy analysis andchoice
This document discusses strategic analysis and choice frameworks. It introduces concepts to help strategists generate alternatives, evaluate them, and choose a course of action. It describes the nature of strategy analysis and choice, including establishing objectives, generating alternatives, and selecting strategies. Analytical frameworks covered include the internal-external factor matrices, SWOT analysis, BCG matrix, and matching key internal and external factors to formulate alternative strategies. Limitations of the SWOT matrix are also noted. The overall purpose is to provide strategists with tools and concepts to aid in strategic decision making.
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This document discusses strategic analysis and choice in business. It provides an overview of various analytical frameworks and tools used to generate, evaluate, and select strategies, including the TOWS matrix, SPACE matrix, BCG matrix, and Grand Strategy matrix. These tools help analyze a company's internal strengths and weaknesses as well as external opportunities and threats to develop alternative strategies and guide strategic decision making.
Strategic analysis and choice
The document discusses various strategic approaches for organizations including long-term objectives, types of strategies, Porter's generic strategies, integration strategies, and diversification strategies. Porter's generic strategies include cost leadership, differentiation, and focus. Integration strategies involve forward, backward, and horizontal integration. Diversification strategies can be related or unrelated, with related diversification aiming to leverage synergies and unrelated diversification reducing risk through diverse sectors.
corporate level strategies
The document discusses various corporate level strategies including stability, growth, retrenchment, and combination strategies. It describes stability strategies as maintaining the present course when there is no threat. Growth strategies include expanding market share through internal routes like diversification or external routes like mergers. Retrenchment strategies involve downsizing through divestment, liquidation or turnaround. A combination strategy example provided integrates stability, expansion and retrenchment elements. The document also discusses Porter's generic strategies of cost leadership, differentiation and focus as well as Miles and Snow's prospector, defender and analyzer adaptation models and the product life cycle model.
Comprehensive strategy formulation framework
This document outlines a comprehensive framework for strategic formulation that includes three main stages: input, matching, and decision. The input stage involves analyzing internal/external factors and competitors. The matching stage uses tools like SWOT, SPACE, and BCG matrices to identify strategies. The decision stage selects strategies using tools like the IE matrix and Grand Strategy matrix to identify appropriate actions based on internal/external profiles and competitive positioning.
Nestle Strategic Model
This document provides an overview of strategic planning for Nestle Pakistan. It includes a list of team members working on the case study, histories of Nestle and its brands. It also analyzes Nestle's internal and external factors, competitors, and potential strategies. The team recommended that Nestle Pakistan acquire Shangrila foods and young's food in 2010 to become a market leader, citing Nestle SA's strategy of global expansion through acquisitions. Progress will be evaluated through annual financial reports and management meetings.
Corporate Level Strategies
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
CAPSIM PRESENTATION-TEAM FERRIS
Ferris focused on offering excellent design, value, and accessibility to customers. In Round 8, Ferris achieved a ROS of 20%, ROA of 19.6%, ROE of 1.7%, stock price of $191.72, and market share of 22% through conservative pricing, optimizing automation and plant utilization, and transitioning its underperforming Fist product to the traditional segment. Ferris withstood competitor moves through rounds 1-8 by gaining market share, improving forecasting, and increasing production capacities for top-selling products like Feat and Fume to meet high customer demand.
Saxonville sausage company case study
Saxonville Sausage Company is a 70-year-old family business that produces various pork sausage products. It is seeking to reposition its Italian sausage brand Vivio, which has seen growth, as its other products are declining or flat. Market research was conducted to determine the best brand name, positioning, and promotion tactics. Testing showed "Clever Cooking" was the best positioning concept and "Vivio" the best brand name. The promotion strategy will focus on Vivio allowing quick, creative meals to bring families together. Financial projections estimate increased revenue from expanding Vivio's distribution from 16% to 100% of supermarkets.
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MARKSTRAT Business Simulation Presentation
The document summarizes the strategies and performance of Team A's company Sonite over 10 periods in the MBAe2010 industry simulation. In period 2, Sonite focused its marketing on target groups and achieved the #1 market share position with a net profit of $28,680. In period 4, Sonite launched a new product but its products became too spread out, causing it to lose market share to 19.5% and profit fell. No strategies or performance are described for periods 6-10. The forecast predicts continuing assessment of competitive position, product offerings, marketing strategy, research and development, and analysis of market position.
UWMCC Montreaux Case - First Place by Adrian
The document discusses launching a new chocolate product called Euphoria Pomegranate by Healthy Cravings in the American market. It considers branding, target customers, distribution channels, and sales projections. A regional rollout is selected as the launch plan to gather market insights before a full national launch. The goal is $115 million in annual sales and 0.6% market share by 2015.
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strategic analysis and choices in a multi business company
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Business Level Strategies & Functional Level Strategies
Business Level Strategies & Functional Level Strategies
Similar to Grand strategy matrix
Report mc donald's
McDonald's is analyzing strategies to address declining US market share and product life cycle challenges. Two alternative strategies are expanding into the large and growing Asian markets of China and India, or offering healthier menu options. Quantitative analysis using the EFE, IFE, QSPM, and other matrices indicates expanding into Asia, specifically China and India, has the highest potential for long-term success due to factors like global brand recognition, cultural diversity, and large market growth opportunities. The recommended strategy is to continue franchise expansion in Asia while allowing some menu customization for local tastes.
19 I A SAMPLE MARKETING PLAN The Table of Contents
19
I
A SAMPLE MARKETING PLAN
The Table of Contents
provides quick access to
the topics in the plan,
usually organized by FIVE-YEAR MARKETING PLAN
section and subsection Paradise Kitchens'P, Inc.
headings.
Table of Contents
1. Executive Summary
Seen by many experts as
the single most important 2. Company Description
element in the plan, the
Executive Summary, with a Paradise Kitchens'P, Inc. was started in 1989 by cofounders
maximum of two pages, Randall F Peters and Leah E. Peters to develop and market Howlin'
"sells" the document to Coyote® Chili, a unique line of single-serve and microwaveable
readers through its clarity Southwestern/Mexican style frozen chili products. The Howlin'
and brevity. Coyote'" line of chili was introduced into the Minneapolis-St. Paul
/
/ market in 1990. The line was subsequently expanded to Denver in
1992 and Phoenix in 1994.
To the Company's knowledge, Howlin' Coyote'" is the only
premium-quality, authentic Southwestern/Mexican style, frozen
The Company DeSCriPtiOl41 chili sold in U.S. grocery stores. Its high quality has gained fast,
highJights the recent widespread acceptance in these markets. In fact, same-store sales
history and recent doubled in the last year for Wl.liChdata are available. The Company
successes of the believes the Howlin' Coyote'" brand can be extended to other
organization. categories of Southwestern/Mexican food products.
Paradise Kitchens believes its high-quality, high-price strategy
has proven successful, This marketing plan outlines how the
Company will extend its geographic coverage from 3 markets to
20 markets by the year 2003.
The Strategic Focus and
3. Strategic Focus and PlanPlan sets the strategic
direction for the entire
This section covers three aspects of corporate strategy that
organization, a direction
influence the marketing plan: (1) the mission, (2) goals, and
with which proposed
(3) core competence/sustainable competitive advantage of
actions of the marketing
Paradise Kitchens. plan must be consistent.
This section is not included MISSION
in all marketing plans.
The mission and vision of Paradise Kitchens is to market lines
of high-quality Southwestern/Mexican food products at premium.r!prices that satisfy consumers in this fast-growing food segment
,..----------- i while providing chaUenging career opportunities for employees
The Mission Statement. and above-average returns to stockholders.
focuses the activities of
Paradise Kitchens for the
stakeholder groups to be
served.
!
\
i
20 CHAPTER 1 FOUNDATIONS OF STRATEGIC MARKETING MANAGEMENT
For the coming five years Paradise Kitchens seeks to achieve
the following goals:
Nonfinancial goals
1. To retain its present image as the highest-quality line of
Southwestern/Mexican products in the food categories
in which it competes.
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This document discusses strategies for launching new pharmaceutical brands. It outlines that successful product launching depends on coordination across functions. The purpose is to build sales. A launching strategy consists of marketing decisions, activities, and product attributes to present the product to its target market. The objectives are to generate income. Key aspects of launching strategy include being first to market, a first follower, or delayed entrant. Marketing decisions include market entry strategy, product positioning, and marketing mix. Strategic decisions involve company strategy, product strategy, market strategy, and competitive strategy. Tactical decisions involve the marketing mix of product, price, promotion, and distribution. Success depends on customer performance, financial performance, and technical performance. The document provides details on various strategic
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Launching Krispy Natural : A Case Study
Pemberton, a snack food division of a beverage and snack company, launched a new cracker brand called Krispy Natural. Market testing showed strong results in Columbus with 18% market share achieved through promotional activities and advertising. In Southeast cities, the brand only achieved 10% share with little category growth due to a relatively low introductory discount. While retailers responded positively to consumer research and inventory projections in Columbus, competitors argued the brand's taste claims were inflated and pricing was only successful due to temporary discounts that were unsustainable. It is recommended that Pemberton focus more marketing in Southeast cities, engage consumers better, and tailor Krispy Natural to different consumer needs.
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Burger King conducted a strategic management audit to evaluate its current performance and strategies. The summary identifies that Burger King has over 14,000 restaurants worldwide and $1.14 billion in revenue. However, it faces threats of aggressive competition and imitation. Its strategies focus on cost leadership through standardization and broad product differentiation. It aims to increase market share through market penetration, product development, and international expansion by strengthening its brand image and franchise model. The audit found issues with inconsistent leadership and a need to better communicate its vision and objectives.
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Grand strategy matrix
- 1. GRAND STRATEGY MATRIX High market share of 49,6% in 2011 in the US Burger market share but slowly on the growth of the Fast- food industry itself.
- 2. Analysis Grand Matrix Strategy 1. Forward integration (joint ventures with the retailers). 2. Product development (launch new innovative products such as healthier ingredients). 3. Market penetration through advertising, healthier products and diverse local taste.
- 3. QUANTITATIVE STRATEGIC PLANNING MATRIX • PROBLEMS: -The US market share of McDonalds is going down. -Product life cycle is on decline. -Analysis 2 alternative strategies for McDonalds either expanding their brand in Asia market, specifically in China and India or trying to offer healthier menu.
- 4. • First strategy: -Focus on China & India market. -Revenue in Asia Pacific 50% in 4 years, compare to other regions such as: US, Europe, America. • Second strategy: -Consuming healthy food. -Not only come with vegetable, must be different with competitors. This can enhance the company’s strong position in market. -Identify key strategic factors for the QSPM matrix. Then, we can formulate the type of strategy we would like to pursue base on others above matrix such as SWOT analysis.
- 6. • Analyzing QSPM Matrix result Choose the expansion to Asia market, especially China and India as a main strategy because they have the highest potential market growth and suitable for our company long-term strategy.