Michael Porter is regarded as the leading expert on business strategy. According to Porter, strategy involves determining a company's competitive position by choosing a generic strategy of either low cost or differentiation. A company establishes competitive advantage by delivering greater customer value at lower prices than rivals. Porter emphasizes that strategy is about choosing activities to perform that are different from competitors to create a unique strategic position. Key questions in strategic planning include determining a company's current competitive position, where it wants to position itself in the future, why it wants to change positions, and how it will achieve its future position through organic or external growth strategies.
this presentation pays attention to the to competitor analysis and how to conduct especially for an entrepreneur that's working on a shoe string budget.
Operational Effectiveness Is Not Strategy
Operational Efficiency
Competitive Strategy
Strategy Rests on Unique Activities
Origin of Strategic Position (3 Sources)
Variety /Need /Access-Based Positioning
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
External Challenges to Strategy
Traps for Shaping Strategy
Strategic Management for Competitive Advantagesanaullah abro
Harward Business Reviw Artical published July-August 1980 By: Frederick W. Gluck, Stephen P. Kaufman, and A. Steven Walleck. the paper include four phases:
Phase 1 : Basic financial planning
Phase 2 : Forecast based planning
Phase 3 : Externally oriented planning
Phase 4 : Strategic management
this presentation pays attention to the to competitor analysis and how to conduct especially for an entrepreneur that's working on a shoe string budget.
Operational Effectiveness Is Not Strategy
Operational Efficiency
Competitive Strategy
Strategy Rests on Unique Activities
Origin of Strategic Position (3 Sources)
Variety /Need /Access-Based Positioning
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
External Challenges to Strategy
Traps for Shaping Strategy
Strategic Management for Competitive Advantagesanaullah abro
Harward Business Reviw Artical published July-August 1980 By: Frederick W. Gluck, Stephen P. Kaufman, and A. Steven Walleck. the paper include four phases:
Phase 1 : Basic financial planning
Phase 2 : Forecast based planning
Phase 3 : Externally oriented planning
Phase 4 : Strategic management
Presenting this set of slides with name - Competitor Analysis Framework PowerPoint Presentation Slides. This is a one stage process. The stages in this process are Competitor Landscape Framework, Competitor Analysis Framework, Competitor Landscape Model.
Boston Consulting Group(Growth share matrix)
Star Products
Question Mark?
Cash Cow
They are the Leader in mature or declining industry
Strategies of BCG
Issues with Growth/Share Matrix
Strategic Management Slides - Chapter 3 "the External Assessment"Rabia Rajput
For all business assignments, projects, slides and internship please contact me on below email:
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
Porter's Generic Strategies with examplesdipalij07
This Presentation is containing brief description of generic strategies with examples of companies in detail....
Hope it will be helpful to everybody....
Enjoy...!! :)
Slides from my class on "Business Model and Strategy" in the Strategy MBA course at Aarhus BSS, Aarhus University (Sep 2014).
Key takeaways:
- business model describes the essence of business in simple terms;
- business model is different from and complementary to strategy;
- business model affects firm’s performance.
Presenting this set of slides with name - Competitor Analysis Framework PowerPoint Presentation Slides. This is a one stage process. The stages in this process are Competitor Landscape Framework, Competitor Analysis Framework, Competitor Landscape Model.
Boston Consulting Group(Growth share matrix)
Star Products
Question Mark?
Cash Cow
They are the Leader in mature or declining industry
Strategies of BCG
Issues with Growth/Share Matrix
Strategic Management Slides - Chapter 3 "the External Assessment"Rabia Rajput
For all business assignments, projects, slides and internship please contact me on below email:
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
rabi_117@hotmail.com
Porter's Generic Strategies with examplesdipalij07
This Presentation is containing brief description of generic strategies with examples of companies in detail....
Hope it will be helpful to everybody....
Enjoy...!! :)
Slides from my class on "Business Model and Strategy" in the Strategy MBA course at Aarhus BSS, Aarhus University (Sep 2014).
Key takeaways:
- business model describes the essence of business in simple terms;
- business model is different from and complementary to strategy;
- business model affects firm’s performance.
What is Strategy? An Introduction to Strategic Positioning and FitTim R. Holcomb, Ph.D.
"What is Strategy?" provides an overview of strategy, introducing important concepts such as strategic positioning, strategic fit, and competitive advantage.
This is the first part in a two part presentation aimed at an Executive MBA class for a leading institution in Bangalore. The content focuses on introducing concepts around strategy as a foundation to Strategic HRM. Aside from introducing the relationship, it does not delve in Strategic HRM per se since that is handled in subsequent sessions.
What is a Go-to-Market Strategy & How to Create OneCompellingPM
We often hear other PMs and executives say the word Go-to-Market Strategy and everyone nods their heads as if they know exactly what the other person really meant. But the reality is that within any given organization, there are as many ideas of what Go-to-Market Strategy means as there are senior level executives. And when Product Marketing is asked to develop a Go-to-Market Strategy, they are unlikely going to satisfy the expectations of all stakeholders because each one has a different expectation. In this webinar, we'll help you to create a common understanding of a Go-to-Market Strategy and what Product Marketing needs to do to effectively create one.
Key Takeaways from participating in this webinar:
- Develop a common definition for a Go-to-Market Strategy that can be shared with your organization
- Learn the seven elements that go into a complete Go-to-Market Strategy
- Understand the steps to creating your Go-to-Market Strategy
At its essence, creating a product strategy is building a sound hypothesis of how you’ll win in the market. In this presentation, I examine the core areas of product strategy (target customers, meeting their needs, unit economics and competition) and look at how to build a winning product strategy.
QDI Strategies: Brand and Channel Strategy Project ExampleMichael Barr
One of QDI’s clients had grown very rapidly by selling several of their brands through Home Depot. However, this also resulted in lower margins, declining sales in the specialty channels, and a sense that the value of their lead brand had declined. The presentation shows examples of alternative strategies with operating profits that exceed the base line strategy by as much as $30 Million. It also shows it is possible to reverse the brand deterioration.
1. History of Product Differentiation
2. Product Differentiation Strategy
3. Cost and Benefits of Product Differentiation
4. Types of Product Differentiation
5. Bases of Differentiation
6. Differentiating Factors
7. Differentiation & Porter’s 5 Force Model
8. Advantages of Product Differentiation
9. Competitive Advantages
10. Value for Product Differentiation
11. Differentiation and Segmentation
12. Case Study – Micromax
13. Case Study – Pizza Hut
14. Conclusion
Similar to Michael porter perspective on strategy (20)
Business strategy from michael porter to blue oceans to what's the problemMichaelcmcdermott
MBA students and Business Majors this presentation introduces you to the leading strategy gurus over the past few decades. Michael Porter, generic strategy, Blue Ocean Strategy, and more are examined in this easy to follow presentation
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
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The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
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Michael porter perspective on strategy
1. What is Strategy?
The Michael Porter Perspective
Michael McDermott
www.strategycapstone.ning.com
2. Who is Michael Porter?
• He is a Harvard Business School Professor
• He is regarded as “the” guru on business
strategy
• Profile of Michael Porter
McDermottm1@nku.edu
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3. What is Strategy?
• Strategy is competitive position
• And competitive position demands
determining the company’s choice of generic
strategy
• It is essential that you understand this basic
but vital concept of generic strategy
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4. Establishing Competitive Advantage
• A company can outperform rivals only if it can
establish a difference that it can preserve
• It must therefore:
1. Deliver greater value to customers; or
2. Create comparable value at lower prices; or
3. Do both
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5. Some Key Questions in Strategy
Development
Who/what are we?
The focus here is on choice of Generic Strategy
–
Where do we want to be?
The focus here is on choice of Generic Strategy
–
Why do we want to go there?
The focus here is upon strategy drivers
–
•
•
•
•
PEST Analysis
Competitor Analysis
Market Analysis
Internal Analysis
How will we get there?
–
The focus here is upon choice of Grand Strategy
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6. 1. Who/what are we?
This is our competitive position –
some would argue that this is the
essence of our strategy
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11. Determining Strategic Position
• Choose a different set of activities
• Perform similar activities differently
Activities • Or perform different activities
Value
• Deliver a unique mix of value
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12. Nature of Strategic Positioning
• Means performing different activities from
rivals or performing similar activities in
different ways
• Competitive advantage requires developing a
distinct strategic position
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13. Choice of Generic Strategy
Internal
Considerations
External
Considerations
• Do we compete on low cost
or differentiation?
• What is our target market?
• What industry do we
compete in?
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17. Choice of Generic Strategy:
Abercrombie and Fitch
Internal
Considerations
External
Considerations
• Differentiation?
• Agreed?
• Is it the clothes market?
• Or designer clothes for
mature adolescents and
young adults?
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18. Choice of Generic Strategy:
Abercrombie and Fitch
The Clothes Market
The Designer Young Adult
Market
• Then A&F competes
through focused
differentiation
• Then A&F competes
through differentiation
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19. According to Porter, Strategy
involves trade-offs.
The essence of strategy is
choosing what not to do.
21. Strategy is the creation of a
unique and valuable position,
involving a different set of
activities.
22. “Commonly the threats to strategy are
seen to emanate from outside a
company because of changes in
technology or the behavior of
competitors. Although external changes
can be the problem, the greater threat
to strategy often comes from within”.
Michael Porter
23. Porter’s Focus is Competition
• Porter’s perspective is all about establishing a
competitive position that is different from
rivals
• Either being the cost leader
• Or offering differentiation
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24. Defining Our Present Competitive
Position
This is represented in our
Mission Statement
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25. 2. Where do we want to be?
This is future-oriented and is
addressed in our Vision
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26. 2. Where do we want to be?
1. Do we wish to
change our
Strategy or our
competitive
position?
• Or simply apply
similar more
widely?
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27. Changes in Competitive Position:
Walmart in the USA
Status
• Today you think of Walmart
and you may think low cost
• A few years ago, you would
certainly think low cost
Evaluation
• Walmart’s sales in the USA
were declining recently and
this was allegedly due to
the company’s weaker
commitment to low costs
• This company may wants us
in the future to think ‘green’
and ‘healthy’
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28. Changes in US Competitive Position:
Toyota
1960s
• Focused Low cost
1980s
• Low cost
1990s
• Differentiation (introduce Lexus offers focused differentiation)
2000
• Differentiation
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29. Changes in Competitive Position:
Singapore Airlines
1960s-1970s
• Differentiation based on Asian service – Singapore girl
• Low crew/passenger ratio due to low labor costs
1980s
• Differentiation based on above
• Plus most modern fleet of aircraft
1990s
• Differentiation based on all of above
• Plus best in-flight entertainment, cuisine etc
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30. Changes in Competitive Position:
Hyundai, Samsung, LG
1960s-1970s
1980s-90s
2000s
•Low cost
•Transition
•Differentiation
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31. Changes in Competitive Position:
Haier (Chinese producer of white goods)
2000s
2010s
• Low Cost
• Transition to differentiation
• Has it worked (as per Samsung, LG,
2020s Acer, HTC)?
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32. 3. Why do we want to go there?
1. Change(s) taking place in the external
environment?
–
–
–
The macro-environment
The competitive environment
The market
2. The internal environment – i.e. Companyrelated considerations
3. Or combination of 1 and 2 above.
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33. 4. How will we get there?
• Organic growth
– the company growing through its own development on
new products/services;
– Market Consolidation
– Market Development
– Diversification
• External growth
–
–
–
–
Mergers and Acquisitions (Married) – very costly
Joint Ventures (Engaged) – less costly
Alliances (Dating) – no ownership stake, just partners
Licensing (social acquaintance) – low risk, payments
based upon market success
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34. 5. What are our main options in terms
of Grand Strategy Choice
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35. Choice of Grand Strategy and Ansoff’s Matrix
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