Mba 1 mm-1 u-4.2 generic strategies
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This document discusses Porter's generic strategies, which are three approaches a company can take to gain a competitive advantage: low cost leadership, differentiation, and focus. It explains the requirements for each generic strategy, such as sustained capital investment and tight cost control for low cost leadership. Differentiation requires strong marketing abilities and product engineering. The focus strategy combines elements of cost leadership or differentiation targeted at a specific segment.
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component of operation strategy
Explain briefly elements of operations strategy?
Ans. The six elements of operations strategy are:-
1. Designing of the production system
2. Facilities for production and services
3. Product or service design and development
4. Technology selection, development, and process development
5. Allocation of resources
6. Focus on facilities planning
1. Designing of the production system: - The designing of the production
system involves the selection of the type of product design, processing
system, inventory plan for finished goods, etc. The product design has
two varieties.
Customized product design
Standard product design
There are two types of production systems. They are product focused and
process focused. Product-focused system is adopted where there is mass
production by using a group of machines. For example, products like
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2. Facilities for production and services: - Certain specialization in
production allows the firm to provide the customers with products of
lower cost, faster delivery, on-time delivery, high product quality, and
flexibility.
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Designing the prototype and testing
Preparing a production model
Evaluating the economies of scale for production
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4. Technology selection and process development: - A product selected
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production planners. Optimal use of resources will enable economical
production. Minimizing waste, optimal utilization of resources, and the
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Operations strategy or Strategy || Development and Implementation of Strategy...
This slide is all about the :
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Explain briefly elements of operations strategy?
Ans. The six elements of operations strategy are:-
1. Designing of the production system
2. Facilities for production and services
3. Product or service design and development
4. Technology selection, development, and process development
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Generating the idea
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- Manufacturing services include factory scheduling, manufacturing execution systems, lean manufacturing, and operations planning.
- Sales and marketing services include channel management, marketing, market intelligence, order management, sales, service, CRM analytics, and sales planning.
- After sales services include network optimization, inventory planning, product lifecycle management, opportunity management
Sbu
The document provides an overview of strategic management and business level strategies. It discusses identifying strategic business units and various strategic options available at the business level, including Porter's generic competitive strategies of cost leadership, differentiation, and focus. Hybrid strategies are also covered. The strategy clock framework extends Porter's model by adding time-based considerations. Evaluating strategies using product portfolio analysis tools like the BCG matrix is also summarized. The document concludes by outlining strategic approaches across a product's life cycle.
Condesign strategic project planning
Torbjörn Grahn from Condesign AB gave a presentation on strategic product planning and portfolio management. The presentation discussed:
1) Moving from a "project tunnel" mindset to a "project funnel" approach through the use of portfolio management.
2) Three main goals of portfolio management leaders - maximizing value, achieving balance, and strategic alignment.
3) Methods for valuation, balancing risk/reward tradeoffs, and aligning projects with organizational strategy.
4) The business case for project portfolio management tools in reducing costs and failures while improving success rates.
Gestione di un Progetto - 1. Progetti e modelli strategici di business
This document discusses project portfolio management and its relationship to strategic planning. It provides inputs that influence when the project process begins, such as strategic planning, organizational mission, resources, and customers. Models for assessing strategy are presented, including Michael Porter's "5 Forces" analysis of competition and Robert Kaplan and David Norton's "Balanced Scorecard" for linking strategic objectives to performance measurements. The summary highlights strategic management as determining long-term objectives, anticipating future trends, and projecting new products/services to respond to change and guide resource allocation.
Generation & Screening of Project Idea
This document outlines the process of generating and screening project ideas. It discusses monitoring the external environment, evaluating corporate strengths and weaknesses, and using tools like Porter's five forces model to identify investment opportunities. Potential project ideas are scouted from various sources and given a preliminary screening based on factors like market potential and costs. Projects are then rated using an index calculated from weighted factors to determine which ideas warrant further evaluation. The sources of positive net present value that make projects profitable are also discussed.
Note on Implementation Strategy -A Harvard Business Review Kenneth R. An...
This document provides a framework for strategy implementation. It discusses establishing strategic intent, formulating strategies, and implementing and evaluating strategies. Key points of implementation include defining tasks, identifying required skills, and creating "fits" between the strategy and organizational structure, processes, systems, and policies. Different implementation approaches are needed depending on the stage of the organization and situation. Misfits can arise from environmental or strategic changes and may be permitted temporarily. The document outlines skills needed for successful implementation including analytical, administrative, leadership, and communication abilities.
Product Planning
The document discusses product planning, research and development, and new product development. It covers several key points:
1. Research and development involves both pure research to discover new scientific laws as well as applied research to solve specific problems. Development works to translate research findings into new products and processes.
2. Planning R&D requires determining a total budget and selecting specific projects. Budgeting helps coordinate activities and allows projects to be formally reviewed.
3. Controlling R&D involves budget versus actual cost comparisons to evaluate programs and efficiency. Reports should be prepared frequently to identify issues.
4. A product typically goes through development, growth, maturity, and decline stages in its life cycle. Preplanning is
SD_10_Final_Presentation
National Instruments plans to target $2 billion in revenue by 2016, including growth in emerging markets like India. There are four key issues: 1) increased competition from Agilent and ADLINK in India; 2) ensuring NI's differentiation strategy remains effective in India; 3) supplier risk with a limited network; 4) adapting strategies to support rapid growth of large orders. The recommendations are to 1) implement a cost leadership strategy for some products, 2) expand the supplier network to source locally, and 3) adopt a divisional structure to focus on growing the Indian business.
sunum _onel.pptx
This document discusses monitoring, evaluation, and learning (MEL) for demand-led plant breeding programs. It provides definitions for key terms related to breeding goals, objectives, outputs, outcomes, and impacts. Principles of demand-led breeding include being target-driven and designing strategies around client needs. MEL is important for delivery, quality, accountability, and learning. Breeders should track variety adoption and performance using methods like GPS coordinates. Case studies can communicate learning and impacts to stakeholders.
Product planning
The document discusses product planning and development processes. It defines product planning and describes four types of product development projects. It then outlines the key steps in a typical product development process: identifying opportunities, evaluating and prioritizing projects, allocating resources and planning timing, completing pre-project planning, and reflecting on results. Key aspects of evaluating projects, different product types, and pre-project planning are also summarized.
Operations management module 1 ( calicut university )
The document provides an overview of operations management. It defines operations management as focusing on planning, scheduling, and controlling manufacturing and service operations. It discusses the production process of input, transformation, and output. It also outlines the scope of operations management, including product selection, facilities location, production planning and control, quality management, and more. Finally, it discusses operational, tactical, and strategic decision making in operations management.
Generic stratgies
This document provides an overview of business-level strategy. It defines business-level strategy as an integrated set of commitments and actions a firm uses to gain a competitive advantage in specific product markets. The chapter discusses the relationship between customers and business-level strategies in terms of who the firm serves, what needs it satisfies, and how it satisfies those needs. It explains the differences between cost leadership, differentiation, and focused cost leadership/differentiation strategies. The risks and benefits of each strategy are also described.
Strategic managment ch#4
This document discusses international management strategies for multinational companies (MNCs). It covers generic competitive strategies like low cost leadership and differentiation. It also discusses competitive advantage through distinctive competencies and a company's value chain. Both offensive and defensive strategies are explained as well as related and unrelated diversification approaches. The effects of globalization and national context on convergence and divergence of management strategies are also summarized. Key topics include industry analysis, identifying success factors, and adapting traditional strategic formulation to MNCs.
Corporate strategy a primer
The document provides an overview of corporate strategy, including definitions, history, and schools of thought. It discusses key concepts such as resources and capabilities, portfolio management, value-oriented management, and aspiration-based management. Specifically, it summarizes the resources and capabilities view, which focuses on identifying a company's core competencies and leveraging them across business units as the basis for long-term competitive advantage.
New Product Development
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
Global Marketing Effort
This document discusses leadership, organization, and control in global marketing. It provides information on different organizational structures that can be used internationally like regional management centers, geographical and product divisions, and matrix designs. It also discusses formal control methods like planning, budgeting, and marketing audits. The goal of organizational structure is to balance centralized knowledge with local responsiveness. Leadership requires articulating core values and strategic vision.
project management
The document discusses various types of feasibility studies conducted during different phases of a project life cycle. It explains that an opportunity study is conducted earliest to investigate project ideas, while a pre-feasibility study further evaluates opportunities. A feasibility study then assesses the practicality of a proposed project through a comprehensive analysis of technical, economic, legal, operational, and scheduling factors. It also outlines the key components of a feasibility report, including business model, marketing strategy, production requirements, management plan, and financial projections. Finally, it discusses the 'triple constraint' of project management - balancing the scope of work, timeline and available resources.
Session 14 gm
The document discusses various aspects of leading, organizing, and controlling global marketing efforts. It covers topics such as leadership, organizational structures for global marketing, patterns of international organizational development, matrix designs, control methods like planning and budgeting, and components of a global marketing audit. The goal is to find structures that enable companies to respond to market differences while ensuring knowledge is shared globally.
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Mba 1 mm-1 u-4.2 generic strategies
- 1. GENERIC STRATEGIES 1 Course: MBA-I Subject: MARKETING MANAGEMENT - 1 Unit: IV
- 3. Prof.SushilIITDSession-VI 3 PORTER’S GENERIC STRATEGIES 1. Cost Leadership 2. Differentiation 3 A. Cost Focus 3 B. Differentiation FocusNarrow Target Broad Target DifferentiationLower Cost Competitive Advantage Competitive Score
- 4. Prof.SushilIITDSession-VI 4 REQUIREMENTS FOR GENERIC COMPETITIVE STRATEGIES Generic Commodity Required CommoOrganizational Strategy Skills and Resources Requirements Overall cost • Sustained capital investment • Tight cost control leadership access to capital • Frequent, detailed control reports • Process engineering skills • Structured organization and responsibilities • Intense supervision of labour • Incentives based on • Products designed for ease meeting strict quantitative • Low-cost distribution system targets in manufacture Differentiation • Strong marketing abilities • Strong coordination • Product engineering among functions in R&D, • Creative flare product development, and marketing
- 5. Prof.SushilIITDSession-VI 5 REQUIREMENTS FOR GENERIC COMPETITIVE STRATEGIES CONTD… • Strong capability in basic • Subjective measurement and research incentives instead of quantitative measures • Corporate reputation for • Amenities to attract highly quality or technological skilled labour, scientists, or leadership creative people • Long tradition in the industry or unique combination of skills drawn from other businesses • Strong cooperation from channels Focus • Combination of the above • Combination of the above policies policies directed at the directed at the regular strategic particular strategic target target
- 6. REFERENCES PHILIP KOTLER (BOOK-MARKETING MANAGEMENT- CHAPTER-15) drbrucehartman.net/MGT400/ppts/PorterG enericStrategies.ppt www.nickols.us/strategy_competitive.htm 6
- 7. REFERENCES PHILIP KOTLER (BOOK-MARKETING MANAGEMENT- CHAPTER-15) drbrucehartman.net/MGT400/ppts/PorterG enericStrategies.ppt www.nickols.us/strategy_competitive.htm 6