This document summarizes key concepts from a presentation by Ziya Boyacigiller on strategy and competition. It discusses Porter's five forces model for analyzing industry competition and profitability. The five competitive forces are: rivalry among existing competitors, threat of substitutes, buyer power, supplier power, and threat of new entry. The document provides examples and checklists for evaluating the level of each competitive force. It emphasizes the importance of selecting industries with attractive competitive dynamics and positioning a company differently from rivals to achieve sustainable competitive advantage.
This document summarizes key concepts about market structures between perfect competition and monopoly, known as imperfect competition. It discusses monopolistic competition, where many firms produce differentiated products, and oligopoly, where a few firms recognize their actions influence prices. Game theory, like the prisoner's dilemma, shows how cooperation is difficult among oligopolists due to incentives to cheat. Firms may cooperate through threats or pre-commitments to restrict future options.
Tata Steel acquired Corus Group in 2007 for $12 billion, making it the largest acquisition in India's history. After months of negotiations and competing offers from CSN, Tata Steel increased its bid to 608 pence per share to win approval from Corus shareholders. The acquisition created a global steel giant and helped Tata Steel gain a strong foothold in developed markets in Europe and North America. Financing for the deal included $3.38 billion in equity from Tata Steel and $8.12 billion in debt financing led by Credit Suisse and other banks. Cultural integration focused on aligning the companies' continuous improvement programs to capture synergies from the combination.
Be chap6 oligopoly models and game theory jan2019fadzliskc
This document provides an overview of game theory concepts. It discusses key elements of games such as players, strategies, and payoffs. It also covers different types of games including simultaneous-move games, sequential-move games, one-shot games, and repeated games. Equilibrium strategies such as dominant strategies and Nash equilibria are explained. Examples of pricing games and coordination games are used to illustrate these concepts. Trigger strategies are discussed as a way for firms to potentially collude without fear of cheating in infinitely or finitely repeated games.
This document provides an overview of competition law and policy concepts. It discusses how competition policy aims to promote competition and curb anti-competitive practices through both competition reforms and competition law. The document outlines prohibited anti-competitive agreements such as price-fixing, output limitations, bid rigging, and market sharing. It also discusses abuse of dominant position, such as tying arrangements, loyalty discounts, exclusivity, refusal to supply, and predatory pricing. The document notes that competition is important for economic efficiency and innovation but must be safeguarded through appropriate policy and law.
The document discusses mergers and acquisitions, providing definitions and examples. It describes the typical stages in an M&A deal including preliminary assessment, proposal, exit planning, and integration. Key factors driving M&A activity in India are also summarized such as increasing competition and globalization.
Be chap8 the economics of information & market failurefadzliskc
This document discusses sources of market failure including market power, externalities, public goods, and incomplete information. It provides examples of each market failure and how they can lead to inefficient market outcomes. Government policies aimed at addressing market failures, such as price regulation for monopolies or internalizing external costs, are also examined in terms of their ability to potentially increase social welfare. However, government intervention can also create rent-seeking behaviors that reduce welfare.
Michael Porter's Five Forces model analyzes competitive rivalry and industry profitability. The model examines five forces: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and the intensity of rivalry among existing competitors. Porter argued that these five forces determine the ultimate profit potential of an industry. The model provides a framework for analyzing the key factors influencing organizational strategy within an industry.
The document discusses business-to-business (B2B) marketing. It outlines the learning objectives which are to understand how B2B firms segment markets, how B2B buying differs from consumer buying, factors that influence the B2B buying process, and how the internet has changed B2B marketing. It then discusses the various types of B2B markets including manufacturers, resellers, institutions, and government. It also outlines the typical 6-step B2B buying process and factors that influence it like organizational culture and buying situations. Finally, it discusses how the internet has impacted B2B marketing and purchasing.
This document summarizes key concepts about market structures between perfect competition and monopoly, known as imperfect competition. It discusses monopolistic competition, where many firms produce differentiated products, and oligopoly, where a few firms recognize their actions influence prices. Game theory, like the prisoner's dilemma, shows how cooperation is difficult among oligopolists due to incentives to cheat. Firms may cooperate through threats or pre-commitments to restrict future options.
Tata Steel acquired Corus Group in 2007 for $12 billion, making it the largest acquisition in India's history. After months of negotiations and competing offers from CSN, Tata Steel increased its bid to 608 pence per share to win approval from Corus shareholders. The acquisition created a global steel giant and helped Tata Steel gain a strong foothold in developed markets in Europe and North America. Financing for the deal included $3.38 billion in equity from Tata Steel and $8.12 billion in debt financing led by Credit Suisse and other banks. Cultural integration focused on aligning the companies' continuous improvement programs to capture synergies from the combination.
Be chap6 oligopoly models and game theory jan2019fadzliskc
This document provides an overview of game theory concepts. It discusses key elements of games such as players, strategies, and payoffs. It also covers different types of games including simultaneous-move games, sequential-move games, one-shot games, and repeated games. Equilibrium strategies such as dominant strategies and Nash equilibria are explained. Examples of pricing games and coordination games are used to illustrate these concepts. Trigger strategies are discussed as a way for firms to potentially collude without fear of cheating in infinitely or finitely repeated games.
This document provides an overview of competition law and policy concepts. It discusses how competition policy aims to promote competition and curb anti-competitive practices through both competition reforms and competition law. The document outlines prohibited anti-competitive agreements such as price-fixing, output limitations, bid rigging, and market sharing. It also discusses abuse of dominant position, such as tying arrangements, loyalty discounts, exclusivity, refusal to supply, and predatory pricing. The document notes that competition is important for economic efficiency and innovation but must be safeguarded through appropriate policy and law.
The document discusses mergers and acquisitions, providing definitions and examples. It describes the typical stages in an M&A deal including preliminary assessment, proposal, exit planning, and integration. Key factors driving M&A activity in India are also summarized such as increasing competition and globalization.
Be chap8 the economics of information & market failurefadzliskc
This document discusses sources of market failure including market power, externalities, public goods, and incomplete information. It provides examples of each market failure and how they can lead to inefficient market outcomes. Government policies aimed at addressing market failures, such as price regulation for monopolies or internalizing external costs, are also examined in terms of their ability to potentially increase social welfare. However, government intervention can also create rent-seeking behaviors that reduce welfare.
Michael Porter's Five Forces model analyzes competitive rivalry and industry profitability. The model examines five forces: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and the intensity of rivalry among existing competitors. Porter argued that these five forces determine the ultimate profit potential of an industry. The model provides a framework for analyzing the key factors influencing organizational strategy within an industry.
The document discusses business-to-business (B2B) marketing. It outlines the learning objectives which are to understand how B2B firms segment markets, how B2B buying differs from consumer buying, factors that influence the B2B buying process, and how the internet has changed B2B marketing. It then discusses the various types of B2B markets including manufacturers, resellers, institutions, and government. It also outlines the typical 6-step B2B buying process and factors that influence it like organizational culture and buying situations. Finally, it discusses how the internet has impacted B2B marketing and purchasing.
Growing your business by expanding into new markets is one of the most tried & true business growth strategies. Many business leaders point toward it as the vision for their organization. Having a vision is key, but strategy execution earns the dollars.
This presentation sets the stage for this voyage into crafting a winning market entry strategy. The discussion will introduce the core revenue models instituted by the best business development minds. Whether you are looking at an international move or local service introduction you’ll take something away from this presentation.
A merger occurs when two approximately equal-sized companies combine to form a single new company. Companies usually merge to be able to accomplish things together that they could not do individually. There are three main types of mergers: horizontal mergers between companies in the same industry, vertical mergers between companies in adjacent business stages (e.g. manufacturer and supplier), and conglomerate mergers between unrelated industries. Mergers allow companies to gain economies of scale through cost savings from increased size and production, but large integrated firms can also face diseconomies of scale like slow decision making.
The document discusses mergers and acquisitions (M&A) in India, including a case study of Ranbaxy Laboratories' merger with Daiichi Sankyo Co. Ltd. of Japan. M&A can increase market power and access new capabilities. Reasons for M&A failure include poor strategic and cultural fit, lack of focus, and failure to examine financial positions or take control. The Ranbaxy-Daiichi merger combined Ranbaxy's low-cost manufacturing in India with Daiichi's presence in developed markets.
This document discusses different forms of business combinations including trade associations, chambers of commerce, pools, cartels, and vertical, horizontal, circular, and diagonal combinations. It provides details on what each type of combination is, how it is formed, and examples. The advantages and disadvantages of business combinations are also summarized, such as combinations can increase capital and efficiency but also create monopolies and concentrate wealth. Finally, the document outlines various causes for the growth of business combinations like eliminating competition, solving capital problems, and achieving economies of scale.
Michael Porter's Five Forces model analyzes competitive rivalry and industry profitability. The model examines five forces: threat of new entry, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. When rivalry among competing firms intensifies, industry profits decline and the industry may become unattractive. Porter developed the model to understand why some industries are more profitable than others based on structural factors like barriers to entry, economies of scale, and product differentiation.
This document discusses innovation and new product development. It introduces key concepts like the diffusion of innovation theory, product life cycle, and strategies for different stages. The document also outlines the new product development process from idea generation through evaluation. It describes methods like internal R&D, customer input, concept testing, and market testing that firms use to create new products and services.
This document provides an overview of mergers and acquisitions. It defines mergers as a transaction where two firms integrate operations on an equal basis to create stronger competitive advantages. Acquisitions involve one company being bought by another. The document outlines key differences between mergers and acquisitions. It also discusses reasons for mergers and acquisitions as well as potential problems. Several major merger and acquisition deals are presented as examples. The process, impacts, and reasons for failure of mergers and acquisitions are summarized.
This document discusses two main perspectives on how information technology contributes to business performance: the market-driven perspective and the resource-based view. It proposes a model that combines these perspectives by showing how both IT support for business strategy and IT support for firm assets impact firm performance. The model was tested via a survey of 96 small and medium enterprises.
The document discusses the competition between Reebok and Nike in the athletic shoe market. It provides an overview of each company's history and milestones. Reebok dominated the market in the 1980s but then Nike gained dominance in the 1990s through endorsements of star athletes and popular shoes like the Air Jordan. The document analyzes the competition between the two companies using Porter's Five Forces model and discusses the marketing strategies and tactics used in their "war" for market share.
The document provides a framework for analyzing the attractiveness and risks of investing in different countries. It discusses evaluating a country's market and industry opportunities based on factors like market size, growth, and quality of demand. It also discusses assessing country risks, including political, economic, competitive, and operational risks. The frameworks can help companies analyze the potential benefits, risks, and trade-offs of investing in different country markets and industries.
Intensive & integration strategies....mineFarhan Ahmad
Unilever Pakistan uses various intensive and integration strategies for its brands. For brands like Clear, Badam, Vim, Walls, and Lifebouy, Unilever uses a market penetration strategy focusing on greater marketing efforts. For Vaseline and Sunsilk, Unilever uses a market development strategy to enter new markets. Domex and Fair & Lovely Men were introduced using a product development strategy. Horizontally, Unilever acquired Polka Ice Cream, Knorr, and Glaxose-D brands. Unilever does not engage in forward or backward integration strategies.
This document provides an overview of key concepts from the BUSM 3200 Strategic Management course including:
1) It discusses different ways of classifying business strategies such as generic strategies, strategic directions using the Ansoff matrix, and strategies based on the context and scale of the business.
2) It covers the three generic strategies of cost leadership, differentiation, and focus as well as how firms can achieve competitive advantage through these strategies.
3) Examples and diagrams are provided to illustrate concepts like economies of scale, the experience curve, and how differentiation can be achieved in industries like airlines.
1. The document provides a history of the Walt Disney Company from 1923 to 2006, including key events such as the founding of the company, the creation of Mickey Mouse, the opening of Disney theme parks, and acquisitions.
2. It also includes information on Disney's corporate structure, which is divided into studios, consumer products, media networks, and parks and resorts.
3. Location details are provided for Disney resorts around the world, and mission and vision statements are proposed.
Strategic Management: Walt Disney Case StudyCallie Unruh
The document is an organizational case study of The Walt Disney Company. It provides an overview of Disney's mission, internal assessment including finances and organizational structure, external assessment of competitors and market position, SWOT analysis, and strategies. The key points are:
- Disney's mission is to be a leading producer and provider of entertainment and information globally.
- Internally it has a diversified structure with business units in media networks, studio entertainment, parks and resorts, and consumer products.
- Externally it competes with other large media companies and assesses opportunities in technology changes, new markets, and threats like economic shifts.
- Strategies discussed include pursuing growth through diversification, increasing market
Walt Disney was founded in 1923 and is now the largest entertainment conglomerate globally. The document analyzes Disney's strategic challenges and recommends updating its vision and mission statements to focus on customer satisfaction and engaging employees. It also recommends the strategic expansion of Disney's mobile gaming portfolio to capitalize on the growing mobile games market, which could reach $100 billion by 2017. This would allow Disney to adapt to shifting consumer preferences and technological changes.
This presentation was given by Ziya Boyacigiller, a leading angel investor and mentor in Turkey, about identifying opportunities for new ventures. It discusses two main rules for entrepreneurial success: 1) Selecting industries that are favorable for new firms, such as those with growing demand, new technologies, or changing regulations. 2) Identifying valuable opportunities from changes in an industry, including new technologies, political/regulatory changes, social/demographic shifts, or changes in industry structure. While great ideas are important, success ultimately depends more on the ability to execute an idea through expertise, networks, motivation and perseverance.
This document discusses product development and how to define and develop successful products. It provides the following key points:
1. Most product development attempts fail, either during development or after reaching the market. Failures are often predictable and avoidable.
2. To accurately develop products that connect with customers, companies must define market segments based on the circumstances under which customers make purchasing decisions.
3. Developing a "whole product" that fully meets customer needs and jobs-to-be-done is key to crossing the chasm from early adopters to the mainstream market. Companies must focus resources on dominating niche markets through their whole product before expanding.
This presentation discusses innovation models and disruptive technologies. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. The presentation covers Resource, Process, and Values theory for understanding firm strengths and weaknesses. It also discusses Clayton Christensen's theories of sustaining versus disruptive innovation. Disruptive innovations target new markets or the low-end of existing markets with lower-priced, simpler products. Established firms often overlook disruptive technologies as they focus on their major customers. The presentation provides examples like personal computers and cell phones.
This presentation discusses profit models and was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. It outlines 22 different profit models, including customer solutions, product pyramids, installed base, brand, and low cost business models. Examples are provided for each model to illustrate how companies have designed their business to target profit growth rather than just unit volume growth. The presentation encourages businesses to shift their focus to identifying more valuable opportunities and strategic control points in the value chain.
This presentation discusses how to cross the "chasm" from early adopters to the mainstream market. It recommends defining a niche "beachhead" market and developing evidence to convince both visionary customers and pragmatic customers. A key part of crossing the chasm is developing the "whole product" by ensuring all necessary components, services, and support are in place to fulfill the compelling reason to buy for customers. Positioning, differentiation, and establishing a monopoly on meeting customer needs in the target market are also emphasized as important factors for crossing the chasm.
This presentation discusses vision, mission, and opportunities for entrepreneurship. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey.
The presentation covers how to develop a compelling vision by identifying drivers of change, analyzing their effects, and deciding where to position your company. It also discusses how to develop a mission statement that conveys the benefit provided and capabilities used.
Maxim Integrated is presented as a case study of a company that successfully engineered its vision. In 1983, Maxim predicted the growth of digital technology and envisioned capitalizing on the continued need for analog components. This vision guided Maxim's strategy and capabilities, allowing it to become a $1B company by 2000
This document discusses industry analysis and its importance for strategy formulation. Industry analysis reveals the attractiveness of an industry based on growth potential and profitability. It also assesses a firm's strengths relative to competitors by providing details on number of players, their market shares, capacities, and strengths. Overall, industry analysis helps a firm understand its competitive position and determine strategies for different types of industries like fragmented, emerging, maturing, declining, or global industries. Key factors that determine industry attractiveness and competitive position include growth rate, profitability, barriers to entry, economies of scale, product differentiation, technology, and distribution channels.
Growing your business by expanding into new markets is one of the most tried & true business growth strategies. Many business leaders point toward it as the vision for their organization. Having a vision is key, but strategy execution earns the dollars.
This presentation sets the stage for this voyage into crafting a winning market entry strategy. The discussion will introduce the core revenue models instituted by the best business development minds. Whether you are looking at an international move or local service introduction you’ll take something away from this presentation.
A merger occurs when two approximately equal-sized companies combine to form a single new company. Companies usually merge to be able to accomplish things together that they could not do individually. There are three main types of mergers: horizontal mergers between companies in the same industry, vertical mergers between companies in adjacent business stages (e.g. manufacturer and supplier), and conglomerate mergers between unrelated industries. Mergers allow companies to gain economies of scale through cost savings from increased size and production, but large integrated firms can also face diseconomies of scale like slow decision making.
The document discusses mergers and acquisitions (M&A) in India, including a case study of Ranbaxy Laboratories' merger with Daiichi Sankyo Co. Ltd. of Japan. M&A can increase market power and access new capabilities. Reasons for M&A failure include poor strategic and cultural fit, lack of focus, and failure to examine financial positions or take control. The Ranbaxy-Daiichi merger combined Ranbaxy's low-cost manufacturing in India with Daiichi's presence in developed markets.
This document discusses different forms of business combinations including trade associations, chambers of commerce, pools, cartels, and vertical, horizontal, circular, and diagonal combinations. It provides details on what each type of combination is, how it is formed, and examples. The advantages and disadvantages of business combinations are also summarized, such as combinations can increase capital and efficiency but also create monopolies and concentrate wealth. Finally, the document outlines various causes for the growth of business combinations like eliminating competition, solving capital problems, and achieving economies of scale.
Michael Porter's Five Forces model analyzes competitive rivalry and industry profitability. The model examines five forces: threat of new entry, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. When rivalry among competing firms intensifies, industry profits decline and the industry may become unattractive. Porter developed the model to understand why some industries are more profitable than others based on structural factors like barriers to entry, economies of scale, and product differentiation.
This document discusses innovation and new product development. It introduces key concepts like the diffusion of innovation theory, product life cycle, and strategies for different stages. The document also outlines the new product development process from idea generation through evaluation. It describes methods like internal R&D, customer input, concept testing, and market testing that firms use to create new products and services.
This document provides an overview of mergers and acquisitions. It defines mergers as a transaction where two firms integrate operations on an equal basis to create stronger competitive advantages. Acquisitions involve one company being bought by another. The document outlines key differences between mergers and acquisitions. It also discusses reasons for mergers and acquisitions as well as potential problems. Several major merger and acquisition deals are presented as examples. The process, impacts, and reasons for failure of mergers and acquisitions are summarized.
This document discusses two main perspectives on how information technology contributes to business performance: the market-driven perspective and the resource-based view. It proposes a model that combines these perspectives by showing how both IT support for business strategy and IT support for firm assets impact firm performance. The model was tested via a survey of 96 small and medium enterprises.
The document discusses the competition between Reebok and Nike in the athletic shoe market. It provides an overview of each company's history and milestones. Reebok dominated the market in the 1980s but then Nike gained dominance in the 1990s through endorsements of star athletes and popular shoes like the Air Jordan. The document analyzes the competition between the two companies using Porter's Five Forces model and discusses the marketing strategies and tactics used in their "war" for market share.
The document provides a framework for analyzing the attractiveness and risks of investing in different countries. It discusses evaluating a country's market and industry opportunities based on factors like market size, growth, and quality of demand. It also discusses assessing country risks, including political, economic, competitive, and operational risks. The frameworks can help companies analyze the potential benefits, risks, and trade-offs of investing in different country markets and industries.
Intensive & integration strategies....mineFarhan Ahmad
Unilever Pakistan uses various intensive and integration strategies for its brands. For brands like Clear, Badam, Vim, Walls, and Lifebouy, Unilever uses a market penetration strategy focusing on greater marketing efforts. For Vaseline and Sunsilk, Unilever uses a market development strategy to enter new markets. Domex and Fair & Lovely Men were introduced using a product development strategy. Horizontally, Unilever acquired Polka Ice Cream, Knorr, and Glaxose-D brands. Unilever does not engage in forward or backward integration strategies.
This document provides an overview of key concepts from the BUSM 3200 Strategic Management course including:
1) It discusses different ways of classifying business strategies such as generic strategies, strategic directions using the Ansoff matrix, and strategies based on the context and scale of the business.
2) It covers the three generic strategies of cost leadership, differentiation, and focus as well as how firms can achieve competitive advantage through these strategies.
3) Examples and diagrams are provided to illustrate concepts like economies of scale, the experience curve, and how differentiation can be achieved in industries like airlines.
1. The document provides a history of the Walt Disney Company from 1923 to 2006, including key events such as the founding of the company, the creation of Mickey Mouse, the opening of Disney theme parks, and acquisitions.
2. It also includes information on Disney's corporate structure, which is divided into studios, consumer products, media networks, and parks and resorts.
3. Location details are provided for Disney resorts around the world, and mission and vision statements are proposed.
Strategic Management: Walt Disney Case StudyCallie Unruh
The document is an organizational case study of The Walt Disney Company. It provides an overview of Disney's mission, internal assessment including finances and organizational structure, external assessment of competitors and market position, SWOT analysis, and strategies. The key points are:
- Disney's mission is to be a leading producer and provider of entertainment and information globally.
- Internally it has a diversified structure with business units in media networks, studio entertainment, parks and resorts, and consumer products.
- Externally it competes with other large media companies and assesses opportunities in technology changes, new markets, and threats like economic shifts.
- Strategies discussed include pursuing growth through diversification, increasing market
Walt Disney was founded in 1923 and is now the largest entertainment conglomerate globally. The document analyzes Disney's strategic challenges and recommends updating its vision and mission statements to focus on customer satisfaction and engaging employees. It also recommends the strategic expansion of Disney's mobile gaming portfolio to capitalize on the growing mobile games market, which could reach $100 billion by 2017. This would allow Disney to adapt to shifting consumer preferences and technological changes.
This presentation was given by Ziya Boyacigiller, a leading angel investor and mentor in Turkey, about identifying opportunities for new ventures. It discusses two main rules for entrepreneurial success: 1) Selecting industries that are favorable for new firms, such as those with growing demand, new technologies, or changing regulations. 2) Identifying valuable opportunities from changes in an industry, including new technologies, political/regulatory changes, social/demographic shifts, or changes in industry structure. While great ideas are important, success ultimately depends more on the ability to execute an idea through expertise, networks, motivation and perseverance.
This document discusses product development and how to define and develop successful products. It provides the following key points:
1. Most product development attempts fail, either during development or after reaching the market. Failures are often predictable and avoidable.
2. To accurately develop products that connect with customers, companies must define market segments based on the circumstances under which customers make purchasing decisions.
3. Developing a "whole product" that fully meets customer needs and jobs-to-be-done is key to crossing the chasm from early adopters to the mainstream market. Companies must focus resources on dominating niche markets through their whole product before expanding.
This presentation discusses innovation models and disruptive technologies. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. The presentation covers Resource, Process, and Values theory for understanding firm strengths and weaknesses. It also discusses Clayton Christensen's theories of sustaining versus disruptive innovation. Disruptive innovations target new markets or the low-end of existing markets with lower-priced, simpler products. Established firms often overlook disruptive technologies as they focus on their major customers. The presentation provides examples like personal computers and cell phones.
This presentation discusses profit models and was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. It outlines 22 different profit models, including customer solutions, product pyramids, installed base, brand, and low cost business models. Examples are provided for each model to illustrate how companies have designed their business to target profit growth rather than just unit volume growth. The presentation encourages businesses to shift their focus to identifying more valuable opportunities and strategic control points in the value chain.
This presentation discusses how to cross the "chasm" from early adopters to the mainstream market. It recommends defining a niche "beachhead" market and developing evidence to convince both visionary customers and pragmatic customers. A key part of crossing the chasm is developing the "whole product" by ensuring all necessary components, services, and support are in place to fulfill the compelling reason to buy for customers. Positioning, differentiation, and establishing a monopoly on meeting customer needs in the target market are also emphasized as important factors for crossing the chasm.
This presentation discusses vision, mission, and opportunities for entrepreneurship. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey.
The presentation covers how to develop a compelling vision by identifying drivers of change, analyzing their effects, and deciding where to position your company. It also discusses how to develop a mission statement that conveys the benefit provided and capabilities used.
Maxim Integrated is presented as a case study of a company that successfully engineered its vision. In 1983, Maxim predicted the growth of digital technology and envisioned capitalizing on the continued need for analog components. This vision guided Maxim's strategy and capabilities, allowing it to become a $1B company by 2000
This document discusses industry analysis and its importance for strategy formulation. Industry analysis reveals the attractiveness of an industry based on growth potential and profitability. It also assesses a firm's strengths relative to competitors by providing details on number of players, their market shares, capacities, and strengths. Overall, industry analysis helps a firm understand its competitive position and determine strategies for different types of industries like fragmented, emerging, maturing, declining, or global industries. Key factors that determine industry attractiveness and competitive position include growth rate, profitability, barriers to entry, economies of scale, product differentiation, technology, and distribution channels.
Market Failure - Market power 2022.pptxJon Newland
Market failures can occur when:
1) Producers have monopoly power and restrict supply, raising prices above efficient levels.
2) Externalities are not accounted for, resulting in too much or too little of a good being produced.
3) Information is not perfectly shared, preventing markets from allocating resources efficiently.
Government intervention aims to address these market failures through taxes, subsidies, and regulations to improve efficiency and equity. However, excessive intervention can also lead to government failures and reduced welfare.
Exerpts of concepts from Michael E. Porter. From the books: Competitive Strategy; Competitive Advantage; and a bit of Competitive Advantage of Nations. From the Course XIV.
The document discusses the business environment framework, including the internal environment, macro environment, and micro environment. It focuses on the internal factors like organizational structure, mission/objectives, and human resources. Porter's five forces model is explained as comprising rivalry, threat of new entry, bargaining power of suppliers and buyers, and threat of substitutes. The internal, external, competitive, and relevant environments shape business strategy.
How to Stack Your Bank’s Portfolio with More Winners and Fewer LosersColleen Beck-Domanico
How does an industry affect a company and its repayment risks? To find out, read this slide deck and learn about Porter's five forces, a sixth force that comes into play, the business cycle, and the impact of the business cycle on a company.
This document outlines key factors to consider when conducting an industry analysis. It discusses how industries can be classified using Standard Industrial Classification (SIC) codes which group industries by a four-digit code. Industries are also classified based on how they react to economic cycles, being categorized as growth, cyclical, defensive, or cyclical growth. The document then lists several specific factors that are important to analyze for any given industry, including past sales and earnings performance, permanence, government attitude, labor conditions, and competitive conditions within the industry.
This document summarizes a presentation by Ziya Boyacigiller on blue ocean strategy and gap analysis. It discusses how some companies achieve sustained growth through strategic moves that open new market space rather than competing based on existing industry factors. It introduces the concepts of red and blue oceans, and analyzing alternatives and non-customers to identify opportunities. Key frameworks discussed include the strategy canvas, four actions framework, and visualizing strategy in four steps to develop a "blue ocean" strategy focused on creating value for buyers rather than competing.
Marketing Myopia by Theodore Levitt argues that companies focus too much on their products instead of understanding customers' needs. He asserts there are no growth industries, only growth opportunities. When companies define themselves by their products rather than by the customer needs they meet, they risk becoming obsolete. Levitt provides examples of once dominant industries like railroads and movies that declined due to a failure to adapt to changing customer demands. He encourages companies to take a broader view of their industry and role in satisfying customer needs to sustain long term growth.
This document discusses key concepts in strategic management and competitive strategy. It defines different levels of strategy, from corporate to business to functional. It also covers Porter's five forces framework for analyzing industry competition and strategies for achieving competitive advantage, such as cost leadership, differentiation, and focus strategies. Additionally, the document discusses creating new markets through "blue ocean" strategies and analyzing industry structure using industrial organization models like structure-conduct-performance. The overall purpose is to provide an overview of important theoretical foundations for understanding strategy and competition.
Tuesday's Leaders. Growing When Your Industry Doesn’t from Strategy+ Business.BURESI
1) The article discusses how some companies are able to achieve above-average growth and shareholder returns even when competing in slow-growing or below-average industries. These "winners" are able to take market share from competitors profitably through unique advantages in areas like quality, selection, cost, service, or functionality.
2) Two examples are given of companies that created "disequilibrium" in their industries through superior offerings - Blockbuster Video dominated the movie rental industry in the 1980s-1990s through well-organized stores and customer data, and Polaris Industries grew in the leisure equipment sector through innovative products.
3) To sustain an advantage, market leaders must manage industry ecosystems to their benefit
This document discusses external analysis and industry analysis. It explains that external analysis identifies strategic opportunities and threats in the operating environment that may affect an organization. Industry analysis involves assessing the competitive structure, position of major rivals, and dynamics of the industry. Porter's Five Forces model and the industry life cycle model are presented as frameworks to analyze competitive forces and how they change as an industry evolves over time. Limitations of industry analysis models are also noted.
This presentation discusses the difference between a business idea and a business concept. A business idea, such as "I want to get into internet security", is vague and does not provide important details. A business concept tells a clear story by addressing key questions: who the customers are, what value is being provided to them, how that value will be delivered, and how customers will be reached. Telling a business story in this way helps ensure the idea is clearly understood and the cause-and-effect relationships between the various elements are apparent.
Disruptive innovation, Kaust, june 2013,Ziya BoyacigillerZiya-B
This document summarizes a presentation by Ziya Boyacigiller on disruptive innovation. Boyacigiller was a leading angel investor in Turkey who mentored many young entrepreneurs. The presentation discusses how incumbent companies allocate resources in a way that allows disruptive innovations to emerge, provides litmus tests for identifying disruptive ideas including their ability to create new markets or appeal to low-end customers, and stresses that diversity and a globalized mindset can breed creativity. The presentation contains several slides with quotes and examples about disruptive innovation in industries such as personal computers, cell phones, and automobiles.
1. Analyze analog businesses like other lemonade stands to understand revenue, costs, and profitability.
2. Identify Johnny's goals and hypotheses to test, such as whether people will buy lemonade.
3. Create a minimum viable business plan with estimates for startup costs, revenue, expenses and profit to buy a bicycle in a target time period.
New venture financing, 2003,Ziya BoyacigillerZiya-B
This presentation provides an overview of new venture financing and was originally created and presented by Ziya Boyacigiller, a leading angel investor in Turkey. The presentation covers topics such as the high-risk nature of new venture investing, venture capital fund structures and returns, factors for success like industry selection and team execution, and considerations for entrepreneurs seeking funding like valuation and term sheet negotiations. It aims to educate entrepreneurs on understanding venture capital and making good funding decisions.
This document contains Ziya Boyacigiller's presentation on developing a commitment to an organization's vision and mission. It provides guidance on crafting an effective vision statement, including that the vision should describe a desirable and feasible future state for the industry and organization, and define how the organization will create sustainable value. It also notes that the mission statement should explain how the organization will achieve its vision by delivering value to customers.
This document discusses the concept of a "paper tiger" and how to use paper tigers to develop products. A paper tiger refers to something that seems threatening but is actually harmless. The document recommends using an evidence-based approach to product development by testing prototypes first before full development. It suggests creating paper versions of marketing materials like brochures and ads for a product to get early customer feedback, which can then be used to inform further development before major resources are invested. The goal is to turn visions into reality first on paper to gather input and validate assumptions with customers before fully developing products.
New3 circumstance based segmentation 2007 06-29 ver 3Ziya-B
This document summarizes key points from a presentation by Ziya Boyacigiller on circumstance-based segmentation. It discusses how most new products fail because companies define segments based on customer demographics rather than the circumstances or "jobs to be done" when customers make purchases. Circumstance-based segmentation involves understanding the alternatives, pains, and functional/emotional needs customers have when they encounter different circumstances. Defining segments this way allows companies to create products that truly meet customer needs and pain points.
New 13 strategy-maps bsc integrative-thinkingZiya-B
This document discusses the use of strategy maps and the balanced scorecard (BSC) to implement organizational vision and strategy. It provides an overview of how strategy maps can link strategic objectives and their drivers through cause-and-effect relationships. It also explains the four perspectives of the BSC - financial, customer, internal processes, and innovation/growth - and how goals and measures can be defined for each perspective. Examples are given of objectives, measures, and how to develop a strategy map and BSC for an organization.
1. On Strategy and Competition
Ziya G. Boyacigiller
This presentation was created and given by Ziya
Boyacigiller who was leading Angel Investor and a loved
mentor to many young entrepreneurs in Turkey. We have
shared it on the web for everyone’s benefit. It is free to
use but please cite Ziya Boyacigiller as the source when
you use any part of this presentation. For more about
Ziya Boyacigiller’s contributions to the start-up Ecosystem
of Turkey, please go to www.ziyaboyacigiller.com
3. 3
The Seven Domains of
Attractive Opportunities
Ziya G. Boyacigiller (c) 2005 EMBA 3MODIFIED by ZGB, from “The New Business
Road Test”, by J. Mullins
MACROMICRO
MARKET DOMAIN INDUSTRY DOMAIN
COMPETITIV
E ANALYSIS
Note: Market is customers, industry is sellers…