Harvest strategy
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The document discusses the harvest strategy, which is an investment strategy where a business reduces or eliminates investment in a line of business if additional investment would not justify the expense. The harvest strategy is applicable when a product/service is in a saturated or declining market with small market share, and the organization has more attractive uses for freed resources. It can benefit a business by limiting wastage and reducing investment in less productive areas, but maximizes short-term gains over long-term results and sometimes leads to negative outcomes.
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- Two mead products are proposed: an apple-infused mead and a dry mead. Distribution will begin through the LCBO with a focus on quality, customer engagement, and marketing.
- Initial funding of $22,000 is required. An additional $85,000
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The business plan outlines Kitty Zone Cat Shop, a partnership pet shop business located in Mukah, Sarawak. The plan provides details on the company name and ownership structure, initial capital contribution, target market analysis, marketing strategies, operations plan, and personnel requirements. The key points are that Kitty Zone aims to be a leading pet shop in the region by providing high quality products, services, and customer satisfaction to capture 50% of the estimated RM908,368 pet market in Mukah.
Report ENT300 UiTM
1) The document is a business proposal from DCC SDN.BHD for a cookies and cake service business in Bandar Tun Abdul Razak Jengka, Pahang.
2) It includes an executive summary, company background, objectives, organizational structure, product details, target market analysis, and administrative and marketing plans.
3) The target market focuses on residents and commercial areas in Bandar Tun Abdul Razak Jengka, which is described as a populated and well-located area providing opportunities for the cookies and cake business.
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Strategic mngt.
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This document discusses strategic choices for companies in mature and declining markets. In mature markets, companies must differentiate their products or maintain low costs to sustain competitive advantage. As markets decline, strategies include harvesting profits while reducing investment, maintaining market share, or becoming the dominant industry leader through aggressive actions that encourage competitors to exit. The optimal strategy depends on demand conditions, barriers to exit the market, and future competitive intensity.
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Porter identified three generic competitive strategies: overall cost leadership, differentiation, and focus. Cost leadership involves aggressively lowering costs through efficient facilities, cost reductions, and tight cost control. Differentiation creates a product or service perceived as unique through design, technology, service, or other features, without cost being the primary target. Focus involves targeting a specific customer segment, product line, or geographic market to serve that narrow market more effectively than competitors operating more broadly.
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Corporate strategy involves three key issues: directional strategy, portfolio strategy, and parenting strategy. Directional strategy determines a firm's orientation toward growth, such as through expansion, stability, or retrenchment. Portfolio strategy uses tools like the BCG matrix to analyze a firm's various business units and determine the best allocation of resources. Parenting strategy considers how to leverage a parent company's resources and capabilities to build value across business units and generate synergies.
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The document discusses various grand strategies that companies can pursue, including expansion, stability, retrenchment, and combination strategies. It provides examples of each type of grand strategy and explains their key characteristics. For instance, a stability strategy aims to maintain the status quo through only incremental growth, while a retrenchment strategy substantially reduces the scope of a company's activities in order to cut expenses and become more financially stable. The document also notes that combination strategies incorporate elements of different strategies, such as stability in some business lines and growth in others.
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This presentation discusses various retrenchment and growth strategies for companies facing financial losses or challenges. It describes turnaround, divestment, and liquidity strategies as types of retrenchment strategies to reduce costs and improve performance. Turnaround strategy involves restructuring to become profitable again. Divestment strategy refers to withdrawing from certain assets or industries. The presentation also covers advantages like cost savings and cash flow, as well as disadvantages like legal issues and employee morale impacts. Growth strategies are defined as plans for expansion, with benefits including new technologies and markets, and risks of financial burden and uncertainty.
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This document discusses strategic analysis and choice in multi-business companies. It covers key concepts like portfolio approach, synergy approach, parenting approach, and patching approach. The portfolio approach uses tools like the BCG matrix and Industry Attractiveness-Business Strength matrix to evaluate strategic options. The synergy approach leverages core competencies across business units. The parenting approach provides guidance to business units. The patching approach allows for frequent small changes. Rationalizing diversification and integration, as well as behavioral and political factors that influence strategic choices are also examined.
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A firm in an also-ran or declining competitive position has four basic strategic options:
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b. Fortify-and-defend strategy โ Using variations of its present strategy and fighting hard to keep sales, market share, profitability, and competitive position at current levels
c. Fast-exit strategy โ Get out of the business either by selling out to another firm or by closing down operations if a buyer cannot be found
d. End-game or slow-exit strategy โ Keeping reinvestment to a bare bones minimum and taking actions to maximize short-term cash flows in preparation for an orderly market exit
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โ โุฅุถุบ ุจูู ุฅูุฏููู
โู
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ุฉ ุชุดุฑูุญ ุงูุฌูุงุฒ ุงูููููู (ูุธุฑู 3)
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ูุน ุงูู
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2- ุชุญุชูู ุนูู 78 ุฑุณู
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4- ูููุงูู ุจุนุถ ุงูู
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ุชูุถูุญูุง ุจุดูู ุชูุตููู ุฌุฏุงู (ุชูุนุชุจุฑ ูุฏู ุงูุทุงูุจ ุฃู ุงูุทุงูุจุฉ ุจุฅููุง ู
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5- ุงูู
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6- ุชุญุชูู ุงูู
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Harvest strategy
- 2. Scope To find the application of the Harvest Strategy. To find the conditions on which Harvest strategy is applicable.
- 3. Harvest Strategy A strategy in which investment in a particular line of business is reduced or eliminated because the revenue brought in by additional investment would not warrant the expense.
- 4. Conditions The product/service is in a saturated or declining market The current shares of product/service small The organization has more attractive uses for any freed up resources
- 5. Conditions The profit prospects are not specially attractive A decrease in expense and investment will not cause a sharp decline in sales The product/service is not a major contributor of sale, stability or prestige to the organization
- 6. Advantage Limited investment limits the wastage of resources. Reduce the investment in the less productive sectors.
- 7. Disadvantage Maximize short term profit and cash flow not for the long term. Sometimes strategy might bring negative result.
- 8. Conclusion