This document summarizes Onur Guvenc's internship report at GfK Türkiye, a market research firm in Turkey. The report begins with an introduction to Michael Porter's generic strategies of cost leadership, differentiation, and market segmentation. It then outlines the objectives of Guvenc's internship report, which is to present his work at GfK and analyze a case study they conducted in light of Porter's strategies. The bulk of the report describes Guvenc's work assisting with qualitative and quantitative research for a client, Merisant, on launching their sweetener brands in the Turkish market. It evaluates the project and Merisant's strategies using Porter's framework. The report concludes with Guven
Capabilities, Innovation, Customer Value and Competitive AdvantagePuspa Pratiwi
The document discusses capabilities, innovation, customer value, and competitive advantage. It provides definitions of these concepts from literature and discusses the relationships between them. Capabilities refer to a firm's ability to deploy resources to achieve goals. Innovation is the introduction of new ideas or methods. Customer value involves benefits received versus sacrifices made. Competitive advantage is when a firm can offer more value than competitors. The concepts influence each other in a cycle - capabilities and innovation create customer value, which leads to competitive advantage, then internal/external changes trigger new innovation.
Using either Porter’s generic strategies or the Strategy Clock, identify examples of organisations following strategies of differentiation, low cost or low price, and stuck-in-the middle or hybrid. How successful are these strategies?
The document discusses Porter's framework for industry analysis and defining an industry's scope. It addresses three issues in defining an industry's scope: horizontal scope across product markets, vertical scope along the value chain, and geographic scope across boundaries. Porter's guiding question is what happens to the potential profit or value created by a product - is it bargained away by suppliers/customers, dissipated in rivalry, or limited by substitutes. The document also discusses strategic groups as groups of firms following similar strategies.
Product design strategy involves differentiating products from competitors, achieving cost leadership, increasing product complexity, carefully timing new product introductions, considering product appearance, and using the Taguchi method. The Taguchi method focuses on robust design to minimize a product's sensitivity to variability. It can help reduce development costs and time while improving productivity. Potential shortcomings include undetected sources of variability and additional experimentation costs, but the benefits generally outweigh these issues.
Unit 2: Excellent revision aid..a must for all studentsmattbentley34
This document provides a summary of the key topics covered on the Edexcel Unit 2a Managing the Business specification, mapped to resources on the tutor2u Business Studies blog. It outlines the main content students need to know for each topic, including marketing objectives and strategy, identifying the marketing mix, managing the provision process, productivity and efficiency, capacity utilization, stock control, lean management, quality management techniques, and consumer protection legislation. Teacher guidance is also provided to help instructors explain each topic. The summary is intended to help teachers and students navigate the content and resources for this unit on managing a business.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
This chapter discusses business-level strategy and how firms can gain competitive advantage through strategies like overall cost leadership or differentiation. It describes three generic business-level strategies - overall cost leadership, differentiation, and focus. Firms can pursue a cost leadership strategy by efficiently performing value chain activities to achieve lower costs than competitors. They can also differentiate their products or services in ways that are valued by customers. The chapter outlines various approaches for achieving a cost advantage, such as controlling cost drivers, leveraging experience curve effects, and revamping the value chain. It emphasizes that success requires finding unique ways to lower costs that are difficult for rivals to copy.
Session 02 - Strategy & Delta Model (Edited)InterlubGroup
The document discusses strategic options for achieving competitive advantage using the Delta Model. It describes three strategic options: Best Product, focusing on product economics and differentiation; Total Customer Solutions, focusing on customer economics and bonding; and Dominant System, focusing on the economics of the entire system and complementors. Each option provides a distinct basis for competition. The document also discusses challenges of transforming organizations from product-centric to customer-centric strategies and the importance of viewing strategy as dynamic rather than static.
Capabilities, Innovation, Customer Value and Competitive AdvantagePuspa Pratiwi
The document discusses capabilities, innovation, customer value, and competitive advantage. It provides definitions of these concepts from literature and discusses the relationships between them. Capabilities refer to a firm's ability to deploy resources to achieve goals. Innovation is the introduction of new ideas or methods. Customer value involves benefits received versus sacrifices made. Competitive advantage is when a firm can offer more value than competitors. The concepts influence each other in a cycle - capabilities and innovation create customer value, which leads to competitive advantage, then internal/external changes trigger new innovation.
Using either Porter’s generic strategies or the Strategy Clock, identify examples of organisations following strategies of differentiation, low cost or low price, and stuck-in-the middle or hybrid. How successful are these strategies?
The document discusses Porter's framework for industry analysis and defining an industry's scope. It addresses three issues in defining an industry's scope: horizontal scope across product markets, vertical scope along the value chain, and geographic scope across boundaries. Porter's guiding question is what happens to the potential profit or value created by a product - is it bargained away by suppliers/customers, dissipated in rivalry, or limited by substitutes. The document also discusses strategic groups as groups of firms following similar strategies.
Product design strategy involves differentiating products from competitors, achieving cost leadership, increasing product complexity, carefully timing new product introductions, considering product appearance, and using the Taguchi method. The Taguchi method focuses on robust design to minimize a product's sensitivity to variability. It can help reduce development costs and time while improving productivity. Potential shortcomings include undetected sources of variability and additional experimentation costs, but the benefits generally outweigh these issues.
Unit 2: Excellent revision aid..a must for all studentsmattbentley34
This document provides a summary of the key topics covered on the Edexcel Unit 2a Managing the Business specification, mapped to resources on the tutor2u Business Studies blog. It outlines the main content students need to know for each topic, including marketing objectives and strategy, identifying the marketing mix, managing the provision process, productivity and efficiency, capacity utilization, stock control, lean management, quality management techniques, and consumer protection legislation. Teacher guidance is also provided to help instructors explain each topic. The summary is intended to help teachers and students navigate the content and resources for this unit on managing a business.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
This chapter discusses business-level strategy and how firms can gain competitive advantage through strategies like overall cost leadership or differentiation. It describes three generic business-level strategies - overall cost leadership, differentiation, and focus. Firms can pursue a cost leadership strategy by efficiently performing value chain activities to achieve lower costs than competitors. They can also differentiate their products or services in ways that are valued by customers. The chapter outlines various approaches for achieving a cost advantage, such as controlling cost drivers, leveraging experience curve effects, and revamping the value chain. It emphasizes that success requires finding unique ways to lower costs that are difficult for rivals to copy.
Session 02 - Strategy & Delta Model (Edited)InterlubGroup
The document discusses strategic options for achieving competitive advantage using the Delta Model. It describes three strategic options: Best Product, focusing on product economics and differentiation; Total Customer Solutions, focusing on customer economics and bonding; and Dominant System, focusing on the economics of the entire system and complementors. Each option provides a distinct basis for competition. The document also discusses challenges of transforming organizations from product-centric to customer-centric strategies and the importance of viewing strategy as dynamic rather than static.
This document summarizes Porter's generic competitive strategies of cost leadership, differentiation, and focus. It explains that competitive advantage comes from low cost or differentiation. Cost leadership aims for overall low cost and broad market scope, while differentiation offers unique products/services. Focus strategy pursues either approach but targets a narrow customer segment or market niche. The document also discusses barriers to imitation that allow sustained competitive advantage and reasons why companies fail, such as inertia and prior strategic commitments limiting flexibility.
This document discusses Porter's Five Forces model and its application to analyzing the competitive environment of Nokia's business. It provides an overview of each of the five competitive forces - threat of new entrants, threat of substitutes, bargaining power of suppliers, bargaining power of buyers, and competitive rivalry. It then gives a brief history of Nokia, describing its growth into a leading telecommunications equipment manufacturer with a strong brand presence globally and in local Indian markets.
Competitive Analysis - Literature Review of Analytical FrameworksLanguage Explore
The PLC is not the businessman's panacea but it can be useful if used in combination with other models and frameworks and alongside good management judgement.
The BCG assumed that market share is a good indicator of cash requirement though in reality, profits and cash flow depended on a lot other things than just market share and growth.
Porter who was convinced that the BCG Matrix by itself was not very useful in determining strategy for a particular business and was too simplistic, proposed some analytical tools and techniques in his three core concepts of the Basic Competitive Forces, the Generic Competitive Strategies and the Value Chain.
Autoglass provides windscreen replacement and repair services, focusing on customer satisfaction which has helped them become a leader in their industry. They have expanded from a small family business to serving over 500 locations across Europe through strategic planning techniques like analyzing their competitive advantages using Ansoff's Matrix. The case study shows that Autoglass is well positioned to address future challenges through their strong customer focus and strategic growth.
This document provides an overview of Porter's generic strategies including cost leadership, differentiation, and focus strategies. It discusses Michael Porter, the creator of the generic strategies framework, and then defines each generic strategy and provides examples. For each strategy, it outlines the internal strengths companies need to succeed with that strategy and potential risks. It also discusses how Porter's five forces of competition, including rivalry, threats of substitution, buyer power, supplier power, and barriers to entry, relate to the different generic strategies.
AMCA Lecture Two Environment And Industry AnalysisAMCAAdvisor
This lecture discusses environmental and industry analysis in marketing. It covers macroenvironmental forces using PEST analysis and the application of Porter's Five Forces model to understand industry competition. The lecture outlines how to conduct SWOT and PEST analyses to assess internal/external factors. It also explains how to analyze industry forces over time and determine marketing strategies to address threats from new entrants, suppliers, buyers, substitutes and rivalry.
This document provides an overview of industry, competitor, and market analysis for entrepreneurship. It discusses the importance of conducting an industry analysis before starting a new venture to understand factors like threats from new entrants, competition among existing firms, bargaining power of suppliers and buyers, and availability of substitutes. The document also explains Porter's Five Forces model as a framework for assessing industry attractiveness.
Strategic Thinking: Implications for Turkish CompaniesDeniz Utku
This document summarizes key points from a presentation by Professor Michael Porter on strategic thinking and its implications for Turkish companies. Some of the main ideas discussed include competing based on uniqueness rather than direct competition, understanding industry structure and a company's strategic position, defining a distinctive value proposition, making strategic tradeoffs to reinforce the strategy, and achieving strategic continuity through continuous improvement. Porter argues strategic thinking requires analyzing both industry factors and a company's relative position to develop a sustainable competitive advantage.
Core competency- A topic in Strategic ManagementArjitSharma19
The concept of core competency was introduced by Prahalad and Hamel, referring to a company's key abilities or strengths that provide a competitive advantage. To be considered a core competency, the ability must be difficult for competitors to imitate, improve the company's position, and be applicable throughout the organization. Core competencies are unique expertise that create customer value and can be leveraged in new markets.
AMCA Lecture Three Competitive Marketing StrategyAMCAAdvisor
The document discusses competitive marketing strategy, outlining Porter's generic strategies model and Ansoff matrix model. It covers competitor analysis including identifying competitors, determining their objectives and strategies, assessing strengths and weaknesses, and selecting which to attack or avoid. The presentation also analyzes different competitive orientations and applications of strategic models in marketing.
The document discusses various strategic management concepts including types of strategies, strategic planning process, TOWS matrix, and portfolio analysis. It defines vertical integration, intensive, diversification, and defensive strategies. The strategic planning process includes establishing a mission and objectives, analyzing the situation, formulating and implementing strategies, and controlling performance. The TOWS matrix involves analyzing strengths, weaknesses, opportunities, and threats. Portfolio analysis models like the BCG matrix classify business units as stars, question marks, cash cows, or dogs based on market growth and market share.
This document discusses core competencies and competitive advantage. It defines a core competency as a unique skill or expertise that provides benefits to customers and is difficult for competitors to imitate. It then provides examples of Apple's core competency in user interfaces and Walmart's in low prices. Competitive advantage is gaining an edge over rivals through lower costs or differentiation. The document outlines Porter's four generic strategies: cost leadership, differentiation, cost focus, and differentiation focus. It explains each strategy and how firms can achieve a competitive advantage.
This document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses such as acquisition, internal startups, and joint ventures. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategy and options for allocating resources after a company has diversified.
This document summarizes a research paper that analyzes the direct and indirect effects of R&D cooperation on innovation in Italian firms. The paper tests hypotheses about how cooperation with different partners like suppliers, clients, competitors, and universities affects firms' innovation outcomes. Using a multivariate probit model, it finds that cooperation has strong positive direct effects on innovation, especially cooperation with non-competitive partners and competitors. Indirect effects through absorptive capacity are limited. Firm size and industry also influence innovation propensity. The paper aims to understand how different types of cooperation differently impact innovation and whether cooperation moderates the relationship between in-house R&D and innovation performance.
This document discusses various strategic options for companies beyond competitive strategy, including strategic alliances, mergers and acquisitions, vertical integration, and outsourcing. It provides an overview of each strategy and considers when each option may provide benefits to a company, as well as potential disadvantages. The document also addresses how companies can capture value from strategic alliances over time and the challenges that can cause alliances or mergers to fail.
This document provides a strategic analysis of Autoglass, a company that provides windscreen repair and replacement services. It discusses Autoglass' mission, vision, objectives and core competencies. It also reviews strategic planning issues such as competitive advantages and growth strategies. Environmental scanning tools like PESTLE and Porter's Five Forces are applied to analyze Autoglass' external business environment. Finally, the document proposes strategic options and evaluates Autoglass' resources and ability to implement new strategies.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
Cost Leadership / Low-cost Business Strategy:
A cost leadership strategy is an integrated set of actions designed to produce or deliver goods or services at the lowest cost, relative to that of competitors, with features that are acceptable to customers.
The document provides an introduction and outline for a chapter on industry analysis. It discusses how analyzing an industry's structure can help determine its profitability. Specifically, it notes that industry profits are determined by three main factors: the value created for customers, the intensity of competition, and the bargaining power relative to suppliers. It introduces Porter's Five Forces framework for analyzing industry attractiveness and competition. The outline indicates the chapter will cover defining industry boundaries, identifying success factors, and applying industry analysis to strategy.
The document summarizes key concepts from Module 1 of a business strategy course. It discusses concepts related to strategy, competitive advantage, business models, and scenario planning. For each topic, it provides 1-2 sentence summaries of sub-concepts and examples of how organizations apply those concepts in practice. The summary paper utilizes multiple sources to support its explanations and applies the concepts to real-world industry examples.
Innovative competitive advantages in business notesAylya B.S
This paper is based on the role of innovation and competition in business which changed the trend of business. That made harder to sustain in an environment for a business man to be stable and requires constant management and analysis of the business, competitors, customers etc.
This document summarizes Porter's generic competitive strategies of cost leadership, differentiation, and focus. It explains that competitive advantage comes from low cost or differentiation. Cost leadership aims for overall low cost and broad market scope, while differentiation offers unique products/services. Focus strategy pursues either approach but targets a narrow customer segment or market niche. The document also discusses barriers to imitation that allow sustained competitive advantage and reasons why companies fail, such as inertia and prior strategic commitments limiting flexibility.
This document discusses Porter's Five Forces model and its application to analyzing the competitive environment of Nokia's business. It provides an overview of each of the five competitive forces - threat of new entrants, threat of substitutes, bargaining power of suppliers, bargaining power of buyers, and competitive rivalry. It then gives a brief history of Nokia, describing its growth into a leading telecommunications equipment manufacturer with a strong brand presence globally and in local Indian markets.
Competitive Analysis - Literature Review of Analytical FrameworksLanguage Explore
The PLC is not the businessman's panacea but it can be useful if used in combination with other models and frameworks and alongside good management judgement.
The BCG assumed that market share is a good indicator of cash requirement though in reality, profits and cash flow depended on a lot other things than just market share and growth.
Porter who was convinced that the BCG Matrix by itself was not very useful in determining strategy for a particular business and was too simplistic, proposed some analytical tools and techniques in his three core concepts of the Basic Competitive Forces, the Generic Competitive Strategies and the Value Chain.
Autoglass provides windscreen replacement and repair services, focusing on customer satisfaction which has helped them become a leader in their industry. They have expanded from a small family business to serving over 500 locations across Europe through strategic planning techniques like analyzing their competitive advantages using Ansoff's Matrix. The case study shows that Autoglass is well positioned to address future challenges through their strong customer focus and strategic growth.
This document provides an overview of Porter's generic strategies including cost leadership, differentiation, and focus strategies. It discusses Michael Porter, the creator of the generic strategies framework, and then defines each generic strategy and provides examples. For each strategy, it outlines the internal strengths companies need to succeed with that strategy and potential risks. It also discusses how Porter's five forces of competition, including rivalry, threats of substitution, buyer power, supplier power, and barriers to entry, relate to the different generic strategies.
AMCA Lecture Two Environment And Industry AnalysisAMCAAdvisor
This lecture discusses environmental and industry analysis in marketing. It covers macroenvironmental forces using PEST analysis and the application of Porter's Five Forces model to understand industry competition. The lecture outlines how to conduct SWOT and PEST analyses to assess internal/external factors. It also explains how to analyze industry forces over time and determine marketing strategies to address threats from new entrants, suppliers, buyers, substitutes and rivalry.
This document provides an overview of industry, competitor, and market analysis for entrepreneurship. It discusses the importance of conducting an industry analysis before starting a new venture to understand factors like threats from new entrants, competition among existing firms, bargaining power of suppliers and buyers, and availability of substitutes. The document also explains Porter's Five Forces model as a framework for assessing industry attractiveness.
Strategic Thinking: Implications for Turkish CompaniesDeniz Utku
This document summarizes key points from a presentation by Professor Michael Porter on strategic thinking and its implications for Turkish companies. Some of the main ideas discussed include competing based on uniqueness rather than direct competition, understanding industry structure and a company's strategic position, defining a distinctive value proposition, making strategic tradeoffs to reinforce the strategy, and achieving strategic continuity through continuous improvement. Porter argues strategic thinking requires analyzing both industry factors and a company's relative position to develop a sustainable competitive advantage.
Core competency- A topic in Strategic ManagementArjitSharma19
The concept of core competency was introduced by Prahalad and Hamel, referring to a company's key abilities or strengths that provide a competitive advantage. To be considered a core competency, the ability must be difficult for competitors to imitate, improve the company's position, and be applicable throughout the organization. Core competencies are unique expertise that create customer value and can be leveraged in new markets.
AMCA Lecture Three Competitive Marketing StrategyAMCAAdvisor
The document discusses competitive marketing strategy, outlining Porter's generic strategies model and Ansoff matrix model. It covers competitor analysis including identifying competitors, determining their objectives and strategies, assessing strengths and weaknesses, and selecting which to attack or avoid. The presentation also analyzes different competitive orientations and applications of strategic models in marketing.
The document discusses various strategic management concepts including types of strategies, strategic planning process, TOWS matrix, and portfolio analysis. It defines vertical integration, intensive, diversification, and defensive strategies. The strategic planning process includes establishing a mission and objectives, analyzing the situation, formulating and implementing strategies, and controlling performance. The TOWS matrix involves analyzing strengths, weaknesses, opportunities, and threats. Portfolio analysis models like the BCG matrix classify business units as stars, question marks, cash cows, or dogs based on market growth and market share.
This document discusses core competencies and competitive advantage. It defines a core competency as a unique skill or expertise that provides benefits to customers and is difficult for competitors to imitate. It then provides examples of Apple's core competency in user interfaces and Walmart's in low prices. Competitive advantage is gaining an edge over rivals through lower costs or differentiation. The document outlines Porter's four generic strategies: cost leadership, differentiation, cost focus, and differentiation focus. It explains each strategy and how firms can achieve a competitive advantage.
This document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses such as acquisition, internal startups, and joint ventures. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategy and options for allocating resources after a company has diversified.
This document summarizes a research paper that analyzes the direct and indirect effects of R&D cooperation on innovation in Italian firms. The paper tests hypotheses about how cooperation with different partners like suppliers, clients, competitors, and universities affects firms' innovation outcomes. Using a multivariate probit model, it finds that cooperation has strong positive direct effects on innovation, especially cooperation with non-competitive partners and competitors. Indirect effects through absorptive capacity are limited. Firm size and industry also influence innovation propensity. The paper aims to understand how different types of cooperation differently impact innovation and whether cooperation moderates the relationship between in-house R&D and innovation performance.
This document discusses various strategic options for companies beyond competitive strategy, including strategic alliances, mergers and acquisitions, vertical integration, and outsourcing. It provides an overview of each strategy and considers when each option may provide benefits to a company, as well as potential disadvantages. The document also addresses how companies can capture value from strategic alliances over time and the challenges that can cause alliances or mergers to fail.
This document provides a strategic analysis of Autoglass, a company that provides windscreen repair and replacement services. It discusses Autoglass' mission, vision, objectives and core competencies. It also reviews strategic planning issues such as competitive advantages and growth strategies. Environmental scanning tools like PESTLE and Porter's Five Forces are applied to analyze Autoglass' external business environment. Finally, the document proposes strategic options and evaluates Autoglass' resources and ability to implement new strategies.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
Cost Leadership / Low-cost Business Strategy:
A cost leadership strategy is an integrated set of actions designed to produce or deliver goods or services at the lowest cost, relative to that of competitors, with features that are acceptable to customers.
The document provides an introduction and outline for a chapter on industry analysis. It discusses how analyzing an industry's structure can help determine its profitability. Specifically, it notes that industry profits are determined by three main factors: the value created for customers, the intensity of competition, and the bargaining power relative to suppliers. It introduces Porter's Five Forces framework for analyzing industry attractiveness and competition. The outline indicates the chapter will cover defining industry boundaries, identifying success factors, and applying industry analysis to strategy.
The document summarizes key concepts from Module 1 of a business strategy course. It discusses concepts related to strategy, competitive advantage, business models, and scenario planning. For each topic, it provides 1-2 sentence summaries of sub-concepts and examples of how organizations apply those concepts in practice. The summary paper utilizes multiple sources to support its explanations and applies the concepts to real-world industry examples.
Innovative competitive advantages in business notesAylya B.S
This paper is based on the role of innovation and competition in business which changed the trend of business. That made harder to sustain in an environment for a business man to be stable and requires constant management and analysis of the business, competitors, customers etc.
[Case Study] Launching Innocent + Developing a new product for the teeth whit...Riri Kusumarani
Two chapters as group discussion. The first is about new product development for Teeth Whitening product. The second is about launching new product of Juice called Innocent. Group members : Tumenast Erdenbold,Edwin Opare and Riri Kusumarani.
Michael Porter, a renowned strategy expert, spoke about aligning strategy and project management. He emphasized that (1) every project is embedded in an organization's strategy and managers must understand the strategy to select the right projects. (2) Strategy must be clear throughout the organization to make aligned decisions. (3) There are misconceptions about strategy being top-down when it requires continuous dialogue between levels. Strategy is about tradeoffs in choosing customers to value and how to configure activities to deliver that value uniquely.
NAU Management Growth Through Focus Memorandum.docx4934bk
This document discusses Porter's generic strategies framework for developing competitive strategies at the business unit level. It describes Porter's two strategic questions around market focus (entire market vs niche) and competitive advantage (low cost vs differentiation). Combining choices for these questions leads to six generic strategies: low-cost without focus, differentiation without focus, focus-low cost, focus-differentiation, low-cost differentiation, and multiple strategies. An example of the low-cost strategy is provided through Kola Real's approach in Mexico of eliminating costs and offering large sizes at low prices to challenge Coke and Pepsi.
That is a PPT presentation used for a lesson about the Business Model Innovation.
The class was held in December 2014 as a part of the larger course "General Management" at the University of Rome Tor Vergata.
Main contents are: business modeling, business model innovation, blue ocean strategy, BMI as a set od key decision.
Value innovation through "Blue Ocean Strategy" can help small and medium enterprises (SMEs) stay competitive. This involves creating a new market space by satisfying customer needs in new ways at lower costs and better quality. SMEs can use various innovation strategies like business, product, process, marketing, and service innovation to improve quality, create new markets, expand product lines, reduce costs, and improve or replace products and services. Some key frameworks for strategic innovation include Ansoff's product/market matrix, Porter's generic strategies and five forces model, value chain analysis, and core competencies.
Porter's generic strategies analysis classifies firms as pursuing low-cost leadership, differentiation, or focus. The document discusses each strategy in depth, providing examples. It also covers how to conduct an effective analysis, sources of information, limitations, and the relationship between strategies and industry forces. Firms must choose to compete based on either low costs or differentiation, as attempting both risks being "stuck in the middle" with no advantage.
Annamalai MBA 2nd Year Assignment Questions (2021- 2022) Solved Call 902581...palaniappann
Sir/ Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 9025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
Solved 2nd Year MBA Annamalai Assignment (2021–2022) Call 9025810064palaniappann
Sir/ Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 9025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
Annamalai MBA Solved Assignment (2021-2022) Solution Call 9025810064palaniappann
Sir/ Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 9025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
Get Ready Annamalai MBA 2nd Year Assignment Solution (2021- 2022) Call 90258...palaniappann
Sir/ Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 9025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD
Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
Annamalai MBA 2nd year Assignment Answer Sheet (2021-2022) Call 9025810064palaniappann
Sir/ Madam
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD. has 15 years of teaching experience in MBA Business schools. For last fifteen years Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD has taught various subjects from Marketing, Finance, Human Resource Management, Information Systems, International Business and General Specializations. He has written many research papers and case studies.
Prof.Dr.N.Palaniappan.,MBA.,MCom.,MPhil.,PhD organizes online MBA subject coaching / MBA Assignment help and MBA Project help. Many clients national and international has appreciated Prof.Dr.N.Palaniappan.,MBA., MCom.,MPhil.,PhD for his timely help in the assignments and projects and MBA subject coaching.
You can call him on his mobile no. 9025810064 (whatsapp available) or mail him at palaniappanmail@gmail.com. He does help/guide for the below question. If urgent or any query’s, Please feel free to call him on his mobile no. 9025810064 (whatsapp available) or do mail on palaniappanmail@gmail.com. He does help/guide for the below question
Contact:
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Mail ID: palaniappanmail@gmail.com
Ph: - 9025810064 (whatsapp available)
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524 COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE .docxalinainglis
524
COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE
Prunea Ana Daniela
Universitatea din Oradea, Facultatea de Stiinte Economice
[email protected]
Abstract: Rapid changes in market characteristics and the technological innovations are
common and faster challenges, resulting in products, processes and technologies. The
competitive advantage is volatile, difficult to obtain and more difficult to maintain and
strengthened with consumers who through their individual choices polarization confirms
the recognition performance and award competitive advantages, thus causing the
competitive ranking of companies present in a particular market. The competitive
advantage lies in the focus of the performance of companies in competitive markets and
innovation is a source for obtaining and consolidating it. Companies will need to
demonstrate the capacity to adapt to changes in the business environment so as to
maintain the helded positions. This paper treats this aspect behavior that companies
should adopt to get on the account of innovation a sustainable competitive advantage. I
started of the work in the elaboration from the theory of developed by Michael Porter in
his book "Competitive Advantage: Creating and Sustaining Superior Performance" we
applied methods listed thus trying to point out possible ways of creating competitive
advantage by companies. We have presented the sources of competitive advantage and
the factors on which depends its creation. Walking theoretical research revealed how lack
of competitive advantage leads to a lack of competitiveness of companies and the benefits
that arise with the creation of this type of asset. Among the most important benefits is to
increase performances. Once the competitive advantage is achieved, it must be
maintained and updated market conditions and the methods that can be created a
sustainable competitive advantage represent the answers to many of the companies
questions are fighting for survival in an environment of fierce competition. The
implementation of methods for obtaining competitive advantages, but also exist dangers,
that every company should know them once they develop a strategy for obtaining a
competitive advantage. The purpose of this paper is to present the importance of having
competitive advantage; the ways in which it ppoate obtain and hazards that may arise
with its implementation by companies.
Key words: competitive advantage; companies; competition; strategies
JEL classification: A1, D6
1. Introduction
The concept of competitive advantage in the literature has been introduced by M. Porter
in an attempt to identify objectives. In his book "Competitive Advantage: Creating and
Sustaining Superior Performance," Porter says the goal of all businesses is getting a
competitive advantage in relations with competitors on the market. This advantage can
be achieved by two ways, ie selling products at a lower price, or their differentiati.
524 COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE .docxtroutmanboris
524
COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE
Prunea Ana Daniela
Universitatea din Oradea, Facultatea de Stiinte Economice
[email protected]
Abstract: Rapid changes in market characteristics and the technological innovations are
common and faster challenges, resulting in products, processes and technologies. The
competitive advantage is volatile, difficult to obtain and more difficult to maintain and
strengthened with consumers who through their individual choices polarization confirms
the recognition performance and award competitive advantages, thus causing the
competitive ranking of companies present in a particular market. The competitive
advantage lies in the focus of the performance of companies in competitive markets and
innovation is a source for obtaining and consolidating it. Companies will need to
demonstrate the capacity to adapt to changes in the business environment so as to
maintain the helded positions. This paper treats this aspect behavior that companies
should adopt to get on the account of innovation a sustainable competitive advantage. I
started of the work in the elaboration from the theory of developed by Michael Porter in
his book "Competitive Advantage: Creating and Sustaining Superior Performance" we
applied methods listed thus trying to point out possible ways of creating competitive
advantage by companies. We have presented the sources of competitive advantage and
the factors on which depends its creation. Walking theoretical research revealed how lack
of competitive advantage leads to a lack of competitiveness of companies and the benefits
that arise with the creation of this type of asset. Among the most important benefits is to
increase performances. Once the competitive advantage is achieved, it must be
maintained and updated market conditions and the methods that can be created a
sustainable competitive advantage represent the answers to many of the companies
questions are fighting for survival in an environment of fierce competition. The
implementation of methods for obtaining competitive advantages, but also exist dangers,
that every company should know them once they develop a strategy for obtaining a
competitive advantage. The purpose of this paper is to present the importance of having
competitive advantage; the ways in which it ppoate obtain and hazards that may arise
with its implementation by companies.
Key words: competitive advantage; companies; competition; strategies
JEL classification: A1, D6
1. Introduction
The concept of competitive advantage in the literature has been introduced by M. Porter
in an attempt to identify objectives. In his book "Competitive Advantage: Creating and
Sustaining Superior Performance," Porter says the goal of all businesses is getting a
competitive advantage in relations with competitors on the market. This advantage can
be achieved by two ways, ie selling products at a lower price, or their differentiati.
The article discusses how strategy development must be seen as a revolutionary action within an organization. It lists 10 attributes of such an action, arguing that revolution is needed to secure a position in a changing market. These attributes include having an imaginative vision, subverting the status quo, and empowering employees. The article is relevant to strategic management as it advocates a radical approach to strategy that can identify new market opportunities and drive organizational change.
This document summarizes the evolution of business strategy from the 1960s to present. It discusses early strategic concepts developed in the 1960s focused on objectives and goals. In the 1970s, strategies centered around size, market share, and diversification. The 1980s saw a shift toward questioning growth strategies and emphasizing competitive advantage. Modern strategies focus on innovation, resources, and incremental strategic changes in response to the environment. Overall, the summary traces the changing focus of strategic theories and concepts over the past 50 years.
This document discusses strategic planning and competitive strategy. It explains that careful planning is needed for businesses to gain a competitive edge over rivals. Strategic planning allows companies to take advantage of opportunities, anticipate problems, and develop action plans. Competitive strategy focuses on achieving either overall cost leadership or product differentiation. The document also outlines Porter's generic strategies of cost leadership, differentiation, and focus. Excellence, innovation, and anticipation are keys to gaining a competitive edge. Operational excellence, product leadership, and customer intimacy can be strong business drivers.
Similar to INTERNSHIP MEMORY ANALYZE OF MICHAEL PORTER S GENERIC STRATEGIES AND ITS RELATIONSHIP BETWEEN INNOVATION (20)
INTERNSHIP MEMORY ANALYZE OF MICHAEL PORTER S GENERIC STRATEGIES AND ITS RELATIONSHIP BETWEEN INNOVATION
1. Université Jean Monnet - Saint-Etienne
Master 2
Intelligence Economique et Gestion de l'innovation
Année universitaire 2010 -2011
INTERNSHIP MEMORY :ANALYZE OF MICHAEL PORTER’S
GENERIC STRATEGIES AND ITS RELATIONSHIP BETWEEN
INNOVATION
Présenté et soutenu publiquement
par
Onur GUVENC
Préparé sous la direction de Muriel FADAIRO CHENEVARD, Maître de
Conférences à l'ISEAG
et de
Banu ALPTEKIN, GfK Türkiye, Saruhan Plaza No :6 Bomonti/ISTANBUL,
TURQUIE
2. i
APPRECITION
I would like to acknowledge the following people for their support, assistance and patience
with this internship.
First of all, I thank to:
Banu Alptekin, quantitative research senior manager at GfK Türkiye. She helped me from
the beginning of my internship until the end with her refinement. She was busy but never
refused to answer my questions and helped me to adapt myself to business environment of
GfK. She also carried attention on other members of GfK to increase their cooperation with
me.
Deniz Kum, quantitative research senior executive at GfK Türkiye. She helped me when I
faced with technical problems and taught me how to write a research report.
Elif Hacıbektasoglu, quantitative research executive at GfK Türkiye. She was my immediate
supervisor and allowed me to take on the entire job duties while conducting the research
project.
I would specially like to thank Muriel Fadairo Chenevard, lecturer in economics at Jean
Monnet University who conducted our Innovation Economics and Innovation Management
courses and who is my internship advisor. She helped me with her opinions that enlarged my
view while I was preparing this report and she answered all of my questions during my
internship period.
Besides the project that I participated, I really enjoyed my stay at GfK Türkiye, appreciated
all people I worked with and spent good times with them.
3. ii
ABSTRACT
The memory presents the tasks completed during internship at GfK Türkiye. The academic
roots of the memory is coming from Michael Porter’s generic strategies and my review on a
realized project as an application of a company which pays attention on innovation, follows
and shows the similarity between the theory and the reality. This study also will inform you
about GfK Türkiye and my internship experience at there. I am also going to explain the
essentials of my work and my mission at the company; the business methodology, the
facilities and the difficulties of working at at GfK Türkiye. I also include a self-criticism on
my internship and Michael Porter’s generic strategies due to my observations.
4. iii
TABLE OF CONTENTS
INTRODUCTION.....................................................................................................................1
1. Generic Strategies……………………………………………….........................................1
1.1. Cost Leadership……………...............................................................................................1
1.2. Differentiation………………………………….................................................................2
1.3. Market Segmentation……………………………………………………………………...2
1.4. Criticisms………………………………………………………………………………….2
1.5. Treacy and Wiersma’s approaches………………………………………………………..4
2. Objectives of the memory………………………………………………………………….5
CHAPTER 1: Presentation of GfK and my mission………………………………………..6
1.1. GfK Group and GfK Türkiye……………………………………………………………...6
1.2. Why GfK…………………………………………………………………………………..7
1.3. Qualitative at GfK Türkiye ………………………………………………………………..9
1.4. Quantitative at GfK Türkiye……………………………………………………………….9
CHAPTER 2: Realized case study: Canderel in Turkish Sweetener Market…………...10
1. Merisant’s brief and demands: Canderel Green or/ and Pure Via in Turkey………………10
2. Pure Via Cubes with Zero calories………………………………………………………...11
3. The Brand Image…………………………………………………………………………...11
4. What are the objectives? What are we going to do at GfK for Merisant?............................12
5. Research Process..................................................................................................................13
5.1.Qualitative Research..........................................................................................................13
5.2.Quantitative Research........................................................................................................15
6. Discussion...........................................................................................................................17
CHAPTER 3: Internship as a learning process...................................................................19
1. My expectations....................................................................................................................19
2. My benefits………………………………………………...………………………………19
3. My observations……………………………………………………………………………20
CONCLUSION……………………………………………………………………………...21
SOURCES……………………………………………………………………………………22
5. 1
INTRODUCTION
1. Generic Strategies
Generic strategies were at their most popular in the early 1980s. Michael Porter has described
a category scheme consisting of three general types of those three main strategic options open
to organization that wish to achieve a sustainable competitive advantage. Each of these three
strategies is considered within the context of two aspects of the competitive environment:
strategic scope and strategic strength. These two dimensions are classified to look for the
answers of two main questions:
Are the products differentiated in any way, or are they the lowest cost producer in an industry
is the question about the sources of competitive advantage and for the competitive scope of
the market, it is asked if the company targets a wide market, or does it focus on a very
narrow, niche market?
In his 1980 classic Competitive Strategy: Techniques for Analysing Industries and
Competitors, Porter simplifies the scheme by reducing it down to the three best strategies as
Cost leadership, Differentiation and Market Segmentation (Focus).
1.1. Cost Leadership
A firm pursuing a cost-leadership strategy attempts to gain a competitive advantage primarily
by reducing its economic costs below its competitors. If cost-leadership strategies can be
implemented by numerous firms in an industry, or if no firms face a cost disadvantage in
imitating a cost-leadership strategy, then being a cost leader does not generate a sustained
competitive advantage for a firm.
Factories are built and maintain, labor is recruited and trained to deliver the lowest possible
costs of production. So, logically ‘cost advantage' is the focus. Costs are shaved off every
element of the value chain. Products tend to be 'no frills.' However, low cost does not always
lead to low price. Producers could price at competitive parity, exploiting the benefits of a
bigger margin than competitors.
6. 2
1.2. Differentiation
A differentiation strategy is defined as the provision of products or services that offer benefits
different from those of competitors and that are widely valued by buyers. Differentiated goods
and services satisfy the needs of customers through a sustainable competitive advantage. This
allows companies to desensitize prices and focus on value that generates a comparatively
higher price and a better margin. The benefits of differentiation require producers to segment
markets in order to target goods and services at specific segments, generating a higher than
average price. There is also the chance that any differentiation could be copied by
competitors. Therefore there is always an incentive to innovated and continuously improve.
So innovation becomes necessary to be differentiated.
1.3. Market Segmentation
This strategy is also known as a 'niche' strategy and focus strategy. Where an organization can
not afford neither a wide scope cost leadership nor a wide scope differentiation strategy, a
niche strategy could be more suitable. In adopting a broad focus scope, the principle is the
same: the firm must ascertain the needs and wants of the mass market, and compete either on
price (low cost) or differentiation (quality, brand and customization) depending on its
resources and capabilities.
1.4. Criticisms
The issue most critics take with these strategies is that it presents the world in rather finite
terms - the market is either broad or it is narrow. The firm has competencies or it doesn't. In
reality, firms have competencies that are effective in niches. A firm might develop dominance
in a niche that is an early adopter, for instance, and then leverage that dominance in another
niche that is an "early majority" market adopter. Given the volume in the early majority, the
firm can leverage that into a low cost position (based on the volume), and then use the cash it
generates in broad market dominance to generate core competencies and then develop a
differentiation strategy. Examples of such firms are Intel and Microsoft. Porter' generic
models would suggest that once Intel develop a niche in memories, it should have stayed there
or strived for cost leadership and stayed there. Instead, they used their niche to fuel the plunge
into processors and the rest is history. Similarly, the model represents a static picture of
7. 3
customers - they are all the same. Whereas, if we look at customer behavior, some niches are
the path to broad market dominance (early adopters to early majority to late majority to
laggards).
Another area for criticism is that perhaps the firm's strategy should be to look outside the
present market for its ideal strategy. Porter doesn't contemplate this. For instance, Apple is a
"computer" company. So by Porter, they should have looked for their niche, or developed a
cost position, or found a core competency to go after to develop competitive differentiation.
Instead, they went forward to develop a personal music product. When that product became a
"commodity" with several competing technologies, they went in the phone market -
recognizing that this was once of their chief competitors outside their market. Porter's
strategies would not have contemplated this strategic move.
Combining multiple strategies is successful in only one case. Combining a market
segmentation strategy with a product differentiation strategy is an effective way of matching
your firm’s product strategy (supply side) to the characteristics of your target market
segments (demand side). But combinations like cost leadership with product differentiation
are hard (but not impossible) to implement due to the potential for conflict between cost
minimization and the additional cost of value-added differentiation. Since that time, some
commentators have made a distinction between cost leadership, that is, low cost strategies,
and best cost strategies. They claim that a low cost strategy is rarely able to provide a. In most
cases firms end up in. Instead, they claim a best cost strategy is preferred. This involves
providing the best value for a relatively low price.
During my internship, I had a chance to examine Porter’s approach. In the next chapter, I will
try to show the application on Canderel case and analyze Porter’s “generic strategies” and so
remark the similarities and/or differences between the theory and application on Canderel
case. When we look at the situation from this perspective, I mean when we try to point out
the similarities and/or differences or limits of an approach, first of all, we come upon some
other approaches.
Several commentators have questioned the use of generic strategies claiming they lack
specificity, lack flexibility, and are limiting. In many cases trying to apply generic strategies
is like trying to fit a round peg into one of three square holes: You might get the peg into one
of the holes, but it will not be a good fit. In particular, Millar (1992) questions the notion of
8. 4
being "caught in the middle". He claims that there is a viable middle ground between
strategies. Many companies, for example, have entered a market as a niche player and
gradually expanded. According to Baden-Fuller and Stopford (1992) the most successful
companies are the ones that can resolve what they call "the dilemma of opposites".
Recent developments on generic strategies are also actualized. Michael Treacy and Fred
Wiersma (1993) have modified Porter's three strategies to describe three basic "value
disciplines" that can create customer value and provide a competitive advantage. They are
operational excellence, product innovation, and customer intimacy.
Now I will try to present these three comments/approaches of Viktor Millar; Baden-Fuller
and Stopford; Michael Treacy and Fred Wiersma in the following part.
1.5. Treacy and Wiersma’s approaches
Treacy and Wiersema assert that companies achieve leadership positions by narrowing, not
broadening their business focus. Treacy and Wiersema identify three "value-disciplines" that
can serve as the basis for strategy: operational excellence, customer intimacy, and product
leadership. You should concentrate on one of these value disciplines, but pay attention too on
the other two disciplines. Treacy and Wiersema’s value disciplines are:
Operational Excellence: The Strategy is to focus on the production and delivery of
products and services. The objective is to lead the industry in terms of best total
costs and hassle free interaction with the firm.
Product Leadership: The Strategy focuses on producing a continuous stream of new
innovative products and services.
Customer Intimacy: The Strategy is about tailoring and shaping products and
services to fit an increasingly fine definition of the customer. The objective is long-
term customer loyalty and long-term customer profitability.
9. 5
2. Objectives of the memory
During this study, I will try to show the similarities and the differences between the theory;
actually Michael Porter’s generic strategies, and the reality. This study will be an example of
the relationship between the academy and its reflections on the reality. In the theoretical part
of the study as I mentioned on the first part of the introduction is the general approach for the
strategies of the companies. Beside this observation, we are also going to discuss on the
Canderel case study that I was a participant of the research project applied by GfK Türkiye
where I did my internship.
After all, the object of this memory is:
Attempting to make a clarification about the concepts, including the reasons for
the recent emphasis on marketing knowledge.
To structure the different possible strategies to distinguish between components.
Provide a reflection on the importance of innovation during constructing the
strategy.
To present GfK Türkiye and my internship period.
Conversely, it is not to propose a solution to innovation and/ or marketing strategies of the
companies.
10. 6
CHAPTER 1: PREZENTATION OF GfK AND MY MISSION
1.1.GfK Group and GfK Türkiye
The GfK Group, the No. 4 market research organization worldwide, was established in 1934
in Germany. The company has over 115 subsidiaries and affiliates located in 100 countries.
Of a current total of more than 9.300 employees, approx. 80% are based out of Germany.
GfK Türkiye is the leading market research agency in Turkey. The company was established
in 1987 and celebrated its 20th
year in Turkey in 2007. As a member of the multi-national GfK
Group ranking 4th in the global research market and active in 100 countries on 5
continents, GfK Türkiye is in tune with all innovations and improvements in the research
sector at the global level.
GfK Türkiye offers fact-based consultancy to help companies achieve sustainable growth in
today’s competitive environment providing reliable data collection and insightful reporting
that enables its clients to shape their business and marketing strategies.
From customer satisfaction to employee satisfaction, brand-image surveys to medical
research; GfK Türkiye develops custom models for all marketing research types that meet our
clients’ needs, using the qualitative and quantitative techniques.
GfK Türkiye employs 272 full-time employees and continues to strengthen its innovative
position in the sector by pursuing its successful business strategy and by focusing on its 5
corporate values; “client focus”, “our people”, “innovation”, “global expertise- local
knowledge” and “growth”.
From the employee’s side, unfortunately everything is not really perfect at GfK. There is not
too many things to tell but I can tell three main unfavorable points from the basis of my
observations and experience. First point was that the installed office program was the 2003
version and before, I used to use the 2007 version. That was a big problem for to adaptate
myself to the usage of the old version. But after two weeks, that was perhaps my chance, they
update the program and uploaded the 2007 version.
Second problem at GfK is the working hours. Even I didn’t stay more than the regular
schedule, almost everybody stays for over time! That made me think about a basic ratio
problem. If one work can be done by one worker in one day, how many workers can complete
two works in one day? The answer is clear: two. But at GfK, even the projects that they get
from the customers increase, they want to manage those projects by the same sum of people
and so, to complete the work on time, too many people stay and work without any supplement
or bonus benefits.
Third problem is the salaries. The salaries offered by GfK are lower than the offers of their
competitors in the “market research” market. But we can also say that if both sides; employer
11. 7
and employee agreed, there is nothing to say about. But I had to underline this as a problem
by my side.
1.2. Why GfK?
Knowledge is at the core of our culture, tools, investments because; knowledge is the basis for
effective decision making, the essential for business growth and it is delivered by actionable,
insightful research.
Companies must make decisions, decisions are based on research. GfK Group supplies the
knowledge needed by industry, commerce, the service sector and the media to reach their
marketing decisions and convert market opportunities into success. This GfK philosophy
comprises the following important principles among others:
Fact-based Consultancy: GfK Group provides fact-based consultancy services going
beyond simple statistics to deliver added value to customers by analyzing and interpreting
collected data. Seven decades of active research and advice have taught one thing above
all else: Knowledge is not just about data.
Global: 24-hour business around the globe, provided by 115 companies in 100 countries
on 5 continents.
This international network guarantees the same high quality and the same research
standards in all countries.
Innovation: Sophisticated tools such as GfK Ad*Vantage, GFK
TARGET*POSITIONING, GfK LoyaltyPlus and GfK*PRICE CHALLENGER make
12. 8
it possible to apply innovative research methods worldwide. GfK Group has received
ESOMAR awards for GfK PRICE CHALLENGER methodology in 1998 and in 2002 for
a new approach to evaluate the financial value of a brand. GfK Academy carries out
GfK’s own R&D research. Innovative multimedia technology and the Internet are also
used to enhance the research design and increase respondent co-operation.
High quality and standards: The development of a proper study design and consistent
high quality standards, on a national as well as an international level are elementary for
GfK.
Trustworthy Research Certificate (GAB): GAB, is the certificate given by the
Marketing and Opinion Researchers Association to companies who qualified to
carry the Trustworthy Research brand. After the completion of audit by Bureau
Veritas in August 2007, it is certified that under “Full Service Research Company”
(Qualitative-Quantitative Data Collection, Data Control, Data Processing,
Analysis, Reporting) and “Panel Research”, GfK Türkiye works in accordance
with Trustworthy Research Standards.
Quality Certificates: ISO 9001:2000 is an international standard that gives
requirements for an organisation's Quality Management System (QMS). It is part
of a family of standards published by the International Organisation for
Standardisation (ISO) often referred to collectively as the ISO 9000 series. ISO
9001:2000 is based on eight management principles. These are Customer focus,
Leadership, Involvement of people, Process approach, System approach to
management, Continual improvement, Factual approach to decision making,
Mutually beneficial supplier relationships. Power of accreditation of certification
bodies were given to committees of member countries. Accreditation power in
Turkey was given to TURKAK. GfK Türkiye, targeting sustainability in its service
quality by focusing on client satisfaction, has been verified to be in conformance
with ISO 9001:2000 for “Provision of market research, survey conducting, data
gathering, , data analysis and data reporting services” in January 2009.
Forcefulness
Speed – understanding the need well, taking quick action and giving fast feedback.
Flexibility – adopting to the changes quickly and providing solutions.
Effective Team Work – sharing of experiences and creating synergy.
Power of EQ – Building empathy in understanding the needs of our client, being
warm, close, creative and enjoy working as a team.
Constant follow up and communication – Asking questions to clarify everything,
providing continuous flow of information with a systematic approach.
Strong Human Resources in European and Asian part of Istanbul– 2 seperate
qualitative teams with team members specialized in sociology, psychology,
business administration, providing good quality of moderation and output.
Being Sensitive in Recruitment – Having effective controls in a special program
via computer and applying questionnaire in person before the groups, in-depths.
13. 9
Global Perspective – having experience in working with international clients.
Pool of experience – GfK’s project teams combine market experience,
methodological competence and international expertise.
1.3. Qualitative at GfK Türkiye
In qualitative research, GfK focuses on understanding motivations, needs, relationships and
behavior - basically, human nature.
To do this well, the most important thing is to build a team of people who have sound
experience and specialist knowledge in deciphering the consumer and the corporation. That's
what we've done. GfK’s team of dedicated qualitative researchers is unrivalled in experience.
GfK comes from a wide range of backgrounds, from advertising to psychology, and pool our
efforts to deliver insight of the highest quality.
GfK is not just a group machine. GfK makes sure that they have access to all the latest
methodologies and techniques, as well as tried and tested approaches at their fingertips. This
allows them to focus our sights on how best to get the most out of people, whether it's young
children, doctors or CEOs.
From observational techniques to extended creative sessions, and from projective techniques
to developing stimulus material, GfK genuinely tailors their approach to make sure that they
gain as much understanding for their clients as possible.
1.4.Quantitative at GfK Türkiye
GfK’s approach to quantitative research reflects the philosophy which permeates the
company. More than researchers, they are problem-solvers. As they say, they want to
understand the business issues that their clients involve them in, and design tailored research
approaches to help them make more informed business decisions.
This is reflected in every aspect of GfK’s work - from challenging the brief to ensure that they
are really focused on the key issues, to delivering findings that make it clear to their clients
how they can move forward with confidence.
To achieve this goal, they are able to utilize a wide range of research methods, from the very
simple to the very complex. The team at GfK includes people who are experts in techniques
like conjoint analysis, choice modeling, pricing research and segmentation. As a trainee, who
worked at GfK for three months only, I can honestly say that I really felt what GfK says for
them. But while we enjoy the challenge of complex methods like these, we gain equal
satisfaction from the use of a very simple approach when that is the most appropriate tool to
use. This might be the best point of working as a member of GfK quantitative research team.
14. 10
CHAPTER 2: REALIZED CASE STUDY: CANDEREL IN TURKISH SWEETENER
MARKET
1. Merisant’s brief and demands: Canderel Green or/ and Pure Via in Turkey
In this part, I will explain the sweetener market situation in Turkey and Merisant’s role and
actions in the market. I will also present their products based on their explanations on the
products where everybody can see and read. The main questions of Merisant were starting
with those three questions:
Which brand?
Which potential per channel?
Which potential for the range?
Merisant is planning to launch an innovative & natural range of sweeteners based with
Stevia plant.
Merisant has 2 brands and different products portfolio: Pure Via or Canderel Green.
- 3 Canderel Green SKU’s (stock keeping unit) : Tabs 100, Powder 40 g, Sticks
40
- 3 Pure Via SKU’s: Cubes 65, Sticks 40, Powder 80g
Canderel Green would be a brand extension. Canderel is already on the market in
Turkey for20 years.
Pure Via would be a new brand launch.
Pure Via has a very innovative range, Pure Via cubes, a natural sweetener & zero
calories.
As Turkish sugar market is cube format, Merisant would like to investigate in
launching Pure Via brand in Turkey.
Sweeteners are mainly sold in pharmacies; there is a small diabetic’s corner in the
supermarket with sweeteners.
81% of the sweetener volumes sales concentrated on 2 main actors - Canderel and
Dulcaryl in the pharmacies - offering a sweet feeling with 0 calorie.
In November 2009, sweeteners are not reimbursed any longer by government. That
category is not monitored supermarkets. Splenda is the only brand growing in value in
the pharmacies in 2010.
In this transformed context,
15. 11
Canderel Green would offer a natural no-calorie sweetener –targeting the
current sugar free artificial sweeteners consumers, especially the Modern
Paradoxal profiles of consumers, concerned by their appearance and indulgence.
Canderel Green is “the sugar alternative made with natural sweetener”.
Pure Via would offer a natural “sugar” and zero calorie - targets sugar
consumers in priority; these consumers are characterized by three types of
‘concerns’: their ‘everyday health’, ‘losing weight to stay beautiful’, and adopting
a ‘healthy diet’.
2. Pure Via Cubes with Zero calories
Turkish sugar market is big and is a cube format. In the supermarket, sweetener category is
separated from the sugar shelves; they are not in the same corner. Doga Lite & Sweet is
already on the market, in the sugar section, offering Stevia sweetener and sugar but not zero
calories. In this perspective, Merisant has a major innovation in only Pure Via portfolio:
Pure Via Cubes with zero calories: a texture that is extremely close to sugar.
a unique offer capable of targeting sugar users who are attached to cubes,
(leading format consumed, 60% in sugar volumes)
to satisfy the needs of sugar & sweetener consumers looking for natural,
original products with no calories and whose major concerns are:
– My everyday health
– Eating a healthy diet
– Losing weight to look beautiful
3. The Brand Image
For each “natural positioning” player (Canderel Green/ Pure Via / Doga Lite & Sweet /
Splenda), determine brand image and perceived positioning
Brand imagery, values and personality
Perceived positioning within the competitive environment and degree of appeal,
motivations, key benefits
Points of differentiation between brands
Relationship with the brand
Strengths and weaknesses
key drivers and recruitment ability
Review the elements of each brand mix
16. 12
- Packaging (reference world / nature of the product and implied product image /
packaging material: implied perceptions; claims, logo, perceived identity, etc.)
- Types of formats
- Price positioning (very high price positioning)
- Differentiation between competitors
4. What are the objectives? What are we going to do at GfK for Merisant?
• In this context, Merisant wished to conduct a test to validate the performance of the
brand, range and estimate its volume sales potential among the 2 channels:
Hypermarkets and Pharmacies.
• Attitude toward natural foods & stevia
• Which potential for Pure Via and Canderel Green in Hyper/Supermarket?
• Which potential for Pure Via and Canderel Green in Pharmacy?
• Which potential for Pure Via range: Cubes 65, Powder 80 g, Sticks 40 ?
• Which potential for Canderel Green range: Tabs 100, Powder 40 g, Sticks 40 ?
• Which potential for Pure Via range format in Hyper/Supermarket in the sugar section?
• Which potential for Pure Via range in Hyper/Supermarket in the sweetener section?
The main objectives are:
– Evaluate the potential of each natural positioning brand: Pure Via and Canderel
Green
– Confirm the evaluation of the potential of the product (format & channel &
category section)
– Evaluate its ability to recruit sugar / new sweetener consumers and to make the
category grow
– Evaluate the cannibalism among current Canderel sweetener users
– Reactions to the Canderel Green extension
– Finally to choose the most effective differentiated strategy.
17. 13
5. Research Process
The objectives, expectations and also the methodology questions were mentioned in the brief
of Merisant. The demand was to make a research based on two axes: Research qualitative and
research quantitative. In this memory, we will dwell upon the quantitative part of the research
as I was trainee in this department. To be capable to explain the qualitative part of the
research, I have also followed the process.
5.1. Qualitative Research
5.1.1. Main Objectives:
We had two primary objectives of this research that were; to understand the sugar / sweetener
usage habits, sweetener brand evaluations and to assess the evaluations towards Candarel
Red, Candarel Green and Pure Via concept, packages and tastes by the sugar and sweetener
consumers.
The other expectations of this research were to measure the “Natural trend”, the LCS (low-
calorie sweeteners) usage and its purchase trigger.
5.1.2. Methodology
Canderel Green and Pure Via will be evaluated Vs competition (Doga + Splenda). From these
starting points, we should have find out the answers if we could conclude which concept will
perform the best or if we should test Canderel Green versus Pure Via as well. Suddenly the
team determined the concepts that will be introduced. So in the end, we have four concepts
such Canderel Green, Pure Via, Doga and Splenda. But this time another question occurred.
We had to test if we could add Canderel Red into the set of competition to evaluate the
cannibalization risk.
The other aim was to measure the price sensitivity. By this measurement, we could know the
minimum & maximum prices, the optimum price and also the undifferentiated price. Before
all, we should have to answer if we should give the tested price or if we should give a range of
price to test out.
For the aforementioned objectives, 7 focus group discussions which were composed of 6-8
respondents each. These discussions were conducted at GfK Türkiye qualitative studios in
İstanbul on April, 2011. They were all video and audio taped. The audio and video recordings
will be filed for 6 months by GfK Türkiye. The participants were given incentives for
contributing to the research. And the recruitment phase was realized by phone calls. GfK
Türkiye works with field agencies which are members of Turkish Association of Marketing
and Opinion Researchers. Before the fieldwork, GfK Türkiye prepared a field brief and
screening form which is applied to each participant during the phone calls. Only the
participants suitable for the project are invited. The participants recruited by these agencies
are cross checked by GfK Türkiye both from company database and from Turkish Association
of Marketing and Opinion Researchers database in order to be sure they are not professional
participants.
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5.1.3. Samples
The focus groups were composed according to age segments like 25-35, 36-50, 25-45; socio-
economic status, occupation and the structure of the user as sweetener user, sugar user or
both.
On the focuse groups, we evaluated Canderel Green, Canderel Redd and Pure Via. We had
the chance to make evaluations towards natural nutrition & usage & consumption habits; and
also package & format & taste evaluations after this research.
5.1.4. Results
I. It is understood that the participants were not so selective on brand preferences, they
rather decide on the brand via “word of mouth”. They usually use the brands which
their friends or relatives suggest. Also some of the participants mentioned that they
continued using the brand that a member of the family uses. Doctors’ or pharmacists’
recommendations are also very important on brand choice. Although the main
motivation behind sweetener consumption is about weight control, it is seen that the
concept targeting the weight is not favored mainly by sugar consumers since this was
not relevant for them. Red concept is not found attractive and perceived as a new
product. Green concept attracted the participants’ attention because it emphasizes
naturality (stevia).
II. Participants perceive that Pure Via is more natural because it is being made from the
“essence” of the plant. Pure Via seems to target a wider range of consumers. It does
not only focus on the people who are on a diet, it also targets the ones who care about
their health and willing to eat healthier products. Powder format in general attracted
the majority of the participants’ attention at first because in the market there is no
similar format. However it has created purchase intention for the participants who
spend time in their kitchen and make desserts frequently. Others did not like to
purchase because it is hard to use and not practical to use with drinks. Besides, as the
consumers are used to consume high amount of sugar for the preparation of dessert,
the small size / amount of powder formats did not seem to be appealing to them. This
has affected the purchase intention negatively.
III. Stick format is the least liked format by the majority because it is not found to be
suitable for individual usage (neither at home nor for carrying in the bag). However,
one group of sugar consumers liked the stick format the most because it is found to be
similar to granulated sugar. Tablet format is the most liked format because most of the
sweetener users are accustomed to this format and some of the sugar consumers think
that it is easy to use for all places and purposes. However, one group of sugar
consumers did not like the format because they relate tablet format with medicine.
Cube format is the most attractive format because it is very unique, it looks very
natural and it is a very accustomed format. However, the small size / amount of the
product have affected purchase intention in a negative way.
19. 15
IV. Overall, it is understood that the participants decide on the product based on two main
factors: “taste” and “format”. After this statement, we can say that Pure Via is the
most liked product group because of the sugar like taste and the cube format.
The results of the qualitative research were also important for the quantitative research
department. Because it is necessary to prepare the questions of the survey, according to
reflexions of the people. This method increases the trustworthiness of a quantitative research.
5.2. Quantitative Research
5.2.1. Objectives and Methodology
We realized this survey with 240 people by using face to face survey technique. The target
was the women who were over 30 years old and who were using sugar or sweetener at least
one time a day. The people that we reached were composed according to their socio economic
status in 4 groups. Our aim was to measure the taste potential of our new product against our
old product and our competitors’ products. We also would like to receive the comments about
the new package and about the new product’s concept. We divided the experimentals into two
groups: sugar users and sweetener users. We also measured the ratio of the diabetics that we
interviewed but most of them were the people who were not diabetics and so we didn’t need
to them in a new classification.
There were five products and we did four products tested in our two groups. We made sugar
user group tried sugar as well to make them compare the normal sugar and the sweeteners.
One experimental evaluated one concept and one package.
5.2.2. Results
As I mentioned before, we tested two new products: Pure Via and Canderel Green&Red. Pure
Via has two different concepts such cube format and stick formats. Second product as the
classic sweetener has also two concepts such Canderel Red and Canderel Green. We wanted
to measure the most preferred one between all and the competitors. We evaluated the results
in four categories: product & product potential evaluation, concept evaluation, package
evaluation and price evaluation.
I. Product and product potential in the market: We tested four products that were
prepared with sugar or sweetener and asked for tasting them and evaluate four main
questions below:
Their overall like when they consider all the features of the product,
Their favorite and disliked aspects about the product,
The possibility to purchase the product when they think that its price is the
same with the product that they are currently using,
20. 16
To put in order the products that they have tested, starting from the most liked
one.
When we combine the answers, we achieved that new products have potentials in the
market. Their tastes were generally liked and they will be purchased if their prices are
same with the current products of the experimentals. But they left behind against the
opponent brand’s product with the taste scores.
II. Concept evaluation: We first showed the cards that were products’ pictures and red
texts about the related card and asked three main questions below:
How they could rate the product that they saw on the card in terms of being
new and/ or different then the other artificial sweeteners on the market,
How much the features of the products that they have heard are persuasive,
If they liked the cube appearance of Pure Via as a sweetener, and the Green &
Red appearance of Canderel tablet.
The cube shaped product was equally liked in the sweetener group by the participants.
But when we look at the details, we can underline that the competitor’s product is the
most liked one. Cube concept got liked but due to sugar ratio it got behind its
competitor. Its difference didn’t get understood well or the difference doesn’t matter
for the Turkish sweetener users.
The choices of the participants also showed us that the new products have high
preferences and this shows us that there is not a cannibalization probability risk. So we
could understand that the products are persuasive about their features.
III. Package evaluation: We showed the new packages and asked two questions to
understand the effect of the new package on the users such:
What were the liked and disliked points about the packages,
By showing them a five scale answer card (five statements such as; I liked a
lot, I liked, neither liked nor disliked, I disliked, I poorly disliked) we wanted
to learn which statement about the packaging on the card best describes the
overall like.
The appearance scores of the packages were high and satisfactory. Participants showed
us that they liked the packages and that will increase the purchase intention.
IV. Price evaluation: For the price analyze, we first showed the cards of the related
products and asked,
Which price level is as expensive as they think that they cannot purchase,
Which price level is as expensive as they think but they can purchase,
Which price level makes them think in doubt about the quality and causes not
to purchase,
21. 17
Which price level is cheap but the quality is acceptable.
Most part of the participants doesn’t have questions in mind about the quality and a
cheap price won’t change their purchase intention. But the highest price said by them
is lower than the price that we asked after they respond the first part. After this part we
offered specific prices for Canderel Green and Pure Via concepts. And we asked their
purchasing probability. As the result, the prices seem really high and they were
mentioned as a not purchasing reason.
6. Discussion
In this section, I will try to explain my independent opinions about the case. To be clearer
and to make you understood better, I taught to classify the subjects by matching with M.
Porter’s generic strategies. Firstly I will tell my ideas about the Canderel’s project
concerning our research. I will specify and interpret the quantitative research’s result
which means the survey, also with utilizing the results of the qualitative research.
When we look at the brief of Merisant, their objectives were a lot and it was impossible to
respond to all their demands. Because they would like to measure the market potential,
format, channel and category section of two products. Those two products were Pure Via
in three formats such cubes, powder and sticks; Canderel Green in three formats such tabs,
powder and sticks. So we can count all formats like different products and that makes six
products. Merisant has already two products in Turkish sweetener market like Canderel
Red and classic. How could it be possible to make people taste eight products and also the
competitors’ products? This was the biggest problem at the starting point. So we decided o
solve this problem by blind test method. Because the taste of the different formats of the
products was actually same. So finally we decided to make people taste the samples that
were prepared by us. I mean, we asked them if they wanted coffee or tea and then we
prepared the samples like one sample with Pure Via, one with Green, one with Red, one
with Classic and one with the competitor’s product Splenda that has the biggest market
share. In my opinion, testing five products was also a fault. Because when we make a taste
test, in general it must be done with two products. Even three is a lot but possible, five has
already been a lot.
We also had to measure the cannibalization risk of lancing new products. Because
cannibalization is one of the basic factors which influences the market segmentation
strategies. This is actually a multi-product strategy and there must be different products
for different sub-categories. So as the categories, we divided people such as sweetener
users and sugar users. So we had to make the sugar users taste Pure Via because of its
physical similarity to sugar and make the sweetener users taste Green because of the same
reason. But this was a bit bizarre for me. Because why a sweetener wouldn’t prefer to use
Pure Via? So we made both groups users taste all of the products. This time a
contradiction occurred in my mind. In my opinion, the results of the survey cannot orient
well the firm Merisant if they will prefer to use a market segmentation strategy.
22. 18
As I mentioned before, a segmentation strategy doesn’t look suitable. And so, we have
two more strategies to discuss or a combination of both as a third strategy. M. Porter says
depending on his researches, it is difficult to apply two main strategies at the same time
such as cost leadership and differentiation strategies. In those two strategies, I want to say
that I cannot comment well about the cost leadership strategy because of insufficient data.
In order to our research, we have just achieved that the prices offered by Merisant are
higher than the people’s expectations.
Actually it is easy to say that the head strategy of Merisant was a differentiation strategy.
Because a differentiation strategy starts with an innovation, and when we study on the
new products, we see a lot of points that we can call like innovation such as totally a new
product; Pure Via, a new format; cube, and a new package for Canderel Green. These
products have already been lanced in different markets like French, American and English
etc. markets. So this means the differentiation strategy has already been conducted.
Planning to get in the Turkish sweetener market is also a part of the innovative idea of
Merisant.
As we learnt in the innovation management classes, there are many ways of
differentiation. But a successful one must contain three basic properties. First of all, this
differentiation and so the innovation must be difficult to copy. Secondly, it must generate
a customer value, and then it must provide a perceived value. I cannot comment if the
products are easy to copy or not but after the survey especially, I can say that the project
will certify that it obeys and contains the other two characteristics of the differentiation
strategy.
When we evaluate the results of both research; quantitative and qualitative, the most
important thing for the sweetener users in Turkey is the price. Even the package is
beautiful or the product is healthy, the price is attractive. In an operational strategy, there
are some important aspects to be considered like how the point of differentiation affects
the customer’s experience and influence of buying and using the product. It also must
serve some other points like decreasing costs and hence the price, adding performance and
from all, increasing people’s satisfaction. So as I think, a regulation on pricing will affect
the result of this strategy of Merisant. This makes me think a lot. Because, a
differentiation strategy is generally associated with higher price. Because it makes the
price less critical for the customer part. That depends on the customer purchasing power
and hence, we can disprove this approach.
23. 19
CHAPTER 3: INTERNSHIP AS A LEARNING PROCESS
1. My expectations
The work that I performed during this internship was mostly thrilling and educative for me. I
feel that this internship exposed me to experience the knowledge that I gained during my
educational history especially the last year. I also feel that this internship gave me a chance to
test out my abilities and realizing this period in a research company helped me gain a research
humour which is the main axe to develop my personal skills and competencies.
In the strict sense, before starting at GfK, I knew that they work on many projects especially
on FMCG sector. As you would appreciate, the innovation in this sector became a very
important necessity in our century. During this internship I was expecting to participate a
project that is needed by an actor of FMCG sector. I thought that this would give me the
opportunity to follow a process of an action related to innovation. This was my biggest aim.
While searching a company for my internship, I was expecting to do it at a multi-national
company to have a work experience in that kind of business environment. I was sure that this
opportunity would help me to enlarge my perspective on global markets. This would be also
good to share and to be a part of a global knowledge.
As an expectation, lastly I can say that this internship would be a bridge between my
educational life and my career.
2. My benefits
I was lucky that in this three months period, I broadly found what I wanted.
I was a member of a research project management team and participate a project which was
about a company that would like to lance their new and/ or innovated products. That’s why
they wanted us to make a research to determine the most useful strategy. In order to this
project I thought to write my internship memory with the base of these possible strategies
with evaluating Michael Porter’s generic strategies. So I could state expressly my opinions
with having the academic basis.
I also had the chance to see some other projects which helped me to improve my knowledge
about marketing strategies of the companies and their effort on innovation that is the subject
which I am interested in.
From the side of evaluation of my skills, I learnt many things and improved my other
competencies. Experiencing how to run a team work, how to optimize time usage, research
and reporting methods were the most important gains. In addition, I improved my technology
usage such as getting faster the day after day on some tools such as excel, power point and
some GfK patented macros.
24. 20
Career-wise, this internship undoubtedly enriched my CV. Also having gotten a chance to
interact with the employees, I have had an insight on how to draw my career path.
So to conclude, I want to say that my internship at GfK Türkiye was a rewarding experience
and provided me with some new perspectives and mix them with my other perspectives that I
met during my studies. It is sure that this internship increased my motivation.
3. My observations
I can classify my observations about the work and the company in two groups: positives and
negatives. Till now, generally I said the positive ones. Actually there are not too many
negative points to tell but I have some. For example the working hours are really a lot at GfK.
Most of the people are working at least 50 hours per week even the legal limit in Turkey is 40
hours with a composed salary and for the over-time, the company must pay you. But
unfortunately this does not exist at GfK.
The other lack is that the interns are not getting invited to internal activities of the
organization. In my opinion, even he/ she is an intern, he/ she is a part of the team and if he/
she is not invited to social activity that will reduce his/ her motivation and finally perhaps his/
her performance.
25. 21
CONCLUSION
First of all I would like to tell that this internship as a part of the master programme was
totally helpful and it inured to my personal benefits. It was like a starting point of a
professional life and I had the chance to test out my abilities and I saw how I made a perfect
choice about this master.
Secondly I am going to talk about what we studied on this internship memory. We analyzed
Michael Porter’s generic strategies and with a case study, I would like to mention how those
theories are similar to the reality. In that case, the argument was especially the differentiation
strategy on marketing and the impacts of innovation on it. We can call every different
movement as innovation such as changing the colour, box, package etc of the product. In fact
this was an application of a company who lost its market share. This means that market
conditions also push the innovation. Finally this makes innovation as a inevitable way of
being or continuing on the market as an actor.
With sticking to my objectives of this study, I tried to attempt to make a clarification about
Michael Porter’s concepts and marketing knowledge which is affected by innovation. We also
looked over the different possible strategies as well. With this, we distinguished the
components of the strategies. Suddenly as another objective, I presented you GfK Türkiye and
of course my internship period which helped me increase my personal skills and which gave
me the opportunity to get in a business world.
26. 22
SOURCES
http://www.gfk-academy.com/index.php?article_id=6
http://books.google.com.tr/books?id=tA1bYJ8FIzIC&pg=PA24&lpg=PA24&dq=Bad
en-
http://books.google.com.tr/books?id=tA1bYJ8FIzIC&pg=PA24&lpg=PA24&dq=Bad
en-
Fuller+and+Stopford+critics+on+porter&source=bl&ots=t7_sUIb31a&sig=vlmbvzjcr
cSgcHQQ28-_RfaEpko&hl=tr&ei=TQDaTa-
NENHLswaMirX4Ag&sa=X&oi=book_result&ct=result&resnum=10&ved=0CGAQ
6AEwCQ#v=onepage&q&f=false
http://www.marketingteacher.com/lesson-store/lesson-generic-strategies.html
http://canderel.com.tr/
Innovation=Simplicity, Insights from a marketing master, TARZIAN Charlie, Jersey
City, 2008
Marketing Management, KOTLER Philip, Michigan, 2010