Product Diversity
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This document discusses different types of diversification strategies for organizations. It defines unrelated diversification as a strategy that takes a company into new markets and products or services that are outside of its current capabilities or value network. The document notes some potential benefits of unrelated diversification include spreading risk and responding to environmental changes, but also highlights risks such as poor coordination between new and existing businesses and difficulties assessing risks of new opportunities.
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Diversification is a corporate strategy where a firm enters new markets or industries that are not currently part of its business by developing new products for those markets. Firms diversify for reasons such as having excess resources, diminishing growth in their current industry, cost savings opportunities, or spreading business risks. There are two main types of diversification: related diversification, where a firm leverages its technical expertise across industries, and unrelated diversification, where a firm enters industries with no strategic fit. Firms must evaluate the attractiveness and costs of new industries as well as whether diversification creates shareholder value.
Value analysis and value engineering
This document discusses value analysis and value engineering techniques. It provides information on value analysis procedures and steps. Key aspects covered include defining value, dividing value into different types, advantages of value analysis, and the implementation process. Value engineering is presented as a management approach to saving costs from a value perspective.
Value Engineering
This presentation is about Value Engineering and contains:
1.History of VE
2.Value Concept
3.What is Value Engineering?
4.Implementation of VE in our project
5.Principle and Purpose of VE
6.Case Study
7.Conclusion
Media ownership film industry
The document discusses media ownership in the film industry. It notes that a small number of large media conglomerates own most film studios, TV stations, record labels, and other media outlets. These conglomerates have significant financial resources to invest in film production and can market films across their various subsidiary companies using synergy. However, some independent films are still produced outside the major studios in Britain, often partnering with organizations like Film 4 or the BBC for funding and distribution. The concentration of media ownership in only a few large Western conglomerates is increasingly dominating the global media market.
Value Engineering
A Framework for Synergy, Collaboration, Exploration, Creativity, Discovery & Innovation. A Team activity to balance need, function & cost.
bsauter@workbench20.com
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Standardization
This document discusses standardization, simplification, and specialization in product design and manufacturing. It states that these three processes are usually linked together and develop sequentially. Through standardization, essential features are defined and the minimum variety needed to meet requirements is scientifically determined. Simplification aims to reduce the variety of products and materials produced. Specialization naturally results from simplification, with workers focusing on specific tasks rather than completing full products. The document provides examples of standardization in the piston and nut/bolt industries. It also discusses the advantages of standardization, simplification, and specialization, as well as some potential disadvantages.
Standardization and customization
This document discusses the debate between standardization and customization in global marketing. It notes that while standardization allows companies to achieve economies of scale, full standardization may not be appropriate given variations across markets in customer preferences and regulations. Companies must determine the best combination of global and local activities. The document provides several examples of companies that take different approaches, such as McDonald's using a global brand but some localized products, and concludes that adjusting strategies to account for market variations enhances success.
Vertical & horizontal integration
This document discusses different types of integration in the film industry: vertical integration where a company owns production, distribution, and exhibition; horizontal integration where a company expands into other areas of the industry; and synergy, where products are promoted within films. It provides the example of how Sony used these integration strategies for the film Casino Royale, with Sony phones, laptops, and cameras featured and the film distributed by Sony-owned companies. Casino Royale also exhibited horizontal integration through involvement of other production companies like MGM.
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Business Integration
Business integration refers to strategies where a firm gains control over related businesses in its industry. There are three main types: horizontal integration, where a firm merges with a competitor; vertical integration, where a firm integrates with suppliers (backward) or distributors (forward); and balanced integration, combining vertical and horizontal strategies. Vertical integration allows firms to secure supplies/distribution and reduce costs. It is most beneficial when suppliers/distributors are unreliable or earn high margins. Horizontal integration occurs through mergers with competitors, consolidating an industry and allowing economies of scale.
Chapter 1
This document discusses strategic marketing and becoming a market-driven organization. It emphasizes understanding customers, competitors, and markets to develop a strategy. A strategy is defined as objectives, resource deployment, and interactions with the environment. It discusses becoming customer-focused, acquiring market information, and delivering superior customer value through capabilities like new product development. The goal is to continuously create value that meets customer needs better than competitors.
R&D Outsourcing Strategy
1) The document discusses outsourcing R&D by increasing effectiveness through an Innovation Driven Procurement service.
2) It recommends assessing criticality of innovation programs and selecting the appropriate sourcing model, ensuring business models are carefully aligned with suppliers and partners.
3) Open Innovation concepts like "Spin IN and Spin OUT" can increase R&D effectiveness by leveraging innovations from other value chains and connecting with new ventures.
Company introduction
The GTI process involves designing a strategic growth framework and conducting business creation workshops to generate ideas for new growth areas. Ideas are filtered and consolidated into early business concepts, which are then developed into solid business plans through joint business incubation. Throughout the process, internal and external expertise is leveraged through networking to support immediate implementation.
Strategic management 12
The document discusses corporate level and international strategy, specifically related to diversification. It defines diversity as a strategy that expands an organization into new markets and products. There are potentially value-creating reasons for diversification, such as utilizing underused resources and applying managerial capabilities to new areas. Related diversification stays within an organization's capabilities and value network, while unrelated diversification moves beyond these. Research shows that limited related diversification tends to outperform both undiversified and heavily diversified approaches in terms of performance. Managing the balance of diversification is important for a company's portfolio.
Corporate Lavel Strategy
The document discusses various corporate level strategies that companies adopt including:
1. Concentrated growth where a company focuses resources on growing a single product, market, or technology. IBM is provided as an example.
2. Acquisitions where a company purchases another firm to gain competencies or market share. Problems with acquisitions are also outlined.
3. Other strategies discussed include vertical integration, horizontal integration, strategic alliances, diversification through concentric or conglomerate means, turnaround, divestiture, liquidation, and bankruptcy.
The factors influencing which strategy to adopt based on a company's competitive position and market growth are mapped out.
R&D Outsourcing Strategy en Co-creation
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Transcending Spend Analysis
This document discusses how procurement functions can move beyond reactive roles like buying and negotiating to become strategic business advisors. It argues that supplementing historical spend analysis data with real-time supplier and market intelligence can help procurement add value. Spend analysis provides item-level visibility but limited insights; combining it with intelligence on supplier risks, prices, and industry trends empowers procurement to implement proactive sourcing strategies and identify opportunities that improve business performance. Leveraging technology helps procurement gain the internal and external insights needed to contribute to both operational and strategic goals.
Information systems-outsourcingasperp4459
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IAF605 week 8 the strategy of international business
The chapter discusses the role of strategy in international business. It examines how industry structure and competitive forces impact firm strategy and performance. Managers develop strategy to attract customers, operate efficiently, and compete effectively. The value chain framework helps managers analyze how the company creates value through primary and support activities. Firms face pressures for global integration to benefit from efficiencies but also pressures for local responsiveness to address host country needs. Different industry types and strategy types determine a firm's appropriate integration-responsiveness approach. The homework is to review exam performance, chapter 11, and prepare for chapter 12 by reading the case study on Burger King.
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Levels of strategy exist at the corporate, SBU, and functional levels. Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. It is the dynamic process of realizing organizational strategic intent through strategies that are formulated, implemented, and controlled.
The strategic management process has four phases - establishing strategic intent, formulating strategies, implementing strategies, and evaluating strategies. Porter's five forces model analyzes industry competition and includes factors like rivalry, potential entrants, substitutes, suppliers, and buyers. Benchmarking identifies best practices from other organizations to improve performance. The triple bottom line expands performance measurement to include social and environmental impacts, not just financial measures.
How information gives you competitive advantage
Information technology is transforming competition by changing industry structures, creating competitive advantages, and spawning new businesses. IT permeates organizations' value chains at every point, automating and linking activities. It enhances product quality by increasing information content. IT lowers costs and enables customization for differentiation advantages. New industries emerge from opportunities created by IT, and new businesses form within existing industries. To compete, managers must assess their industry's information intensity, predict IT's impacts, and develop plans to leverage IT for advantages.
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CORPORATE STRATEGY:DIVERSIFICATION AND MULTI BUSINESS COMPANY
This document discusses strategies for diversification and the multi-business company. It outlines 6 steps to crafting a diversification strategy: 1) picking new industries, 2) pursuing cross-business value, 3) establishing investment priorities, 4) boosting performance, 5) testing industry attractiveness, and 6) evaluating acquisitions and divestitures. The document also examines related vs. unrelated diversification, factors for each approach, and how to structure and evaluate a diversified firm's strategy and resource allocation.
Beyond competitive strategy
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.
Competing for growth
The document discusses how high-performing companies achieve organic growth through entering new markets, creating new products/services, and developing new skills. It finds that top companies:
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3) Intensely manage talent like customers, accessing diverse talent pools and paying more to retain key skills.
The Talent Technology Connection_Celgene
Celgene Corporation is a leading biopharmaceutical company focused on discovering, developing, and commercializing therapies to treat cancer and immune-inflammatory diseases. The procurement function at Celgene has transformed over the past 3 years from being transactional oriented with no strategic sourcing experience to becoming a global strategic sourcing organization through hiring experienced category managers, implementing procurement technology, and establishing a global procurement matrix structure. This transformation has helped capture over $60 million in savings and position procurement as a strategic partner within Celgene.
2019 WIA - Diversity in Analytics
The document discusses the importance of diversity in analytics. It notes that companies that deploy analytics across their entire business tend to be more satisfied with the returns. It provides tips for improving analytics, such as determining goals, building expertise, identifying high-impact analytics, ensuring robust root cause analysis, and collaborative solutions. It also discusses how diverse teams lead to better results, with diverse markets fitting prices 58% better and top diverse companies outperforming financially. The conclusion is that diversity is key to successful analytics, creative solutions, and business performance.
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The document discusses different types of non-corporate business entities including sole proprietorship, Hindu Undivided Family (HUF), partnership, limited liability partnerships, and insolvency law. It describes the key features, advantages, disadvantages and essential legal aspects of each entity type. For partnerships specifically, it covers partnership deeds, rights and duties of partners, and the landmark case of Meinhard v. Salmon which established the fiduciary duty between business partners.
Finance - Telecom Industry
This document provides an overview of India's telecommunications industry. It discusses the liberalization of the industry beginning in 1991. It then reviews key metrics and trends in the industry such as subscriber growth, rural vs urban subscribers, and average revenue per user. The document analyzes the market share and financial performance of major players such as Airtel, Vodafone, Idea, Reliance, and Tata. It provides data on metrics like current ratio, quick ratio, leverage, working capital, and financial forecasts for major companies from 2007-2011 with projections for 2012.
Wage & Salary
Job evaluation provides a systematic basis for determining the relative worth of jobs within an organization based on factors like the importance of the job, skills and qualifications needed, and difficulty level. There are analytical and non-analytical methods for evaluation, such as ranking, classification, and point methods. Wages refer to payments for blue-collar work, salaries to white-collar work, and compensation includes wages and benefits. Minimum wages provide for basic sustenance while living wages provide for needs and insurance. Various laws regulate wages and benefits in India.
Electronic Data Interchange
Electronic data interchange (EDI) allows businesses to electronically transmit standard business documents like orders and invoices between computer systems without human intervention. EDI began in the 1970s when the transportation industry formed a committee to develop standards. There are three main types of EDI systems: batch, event-driven, and interactive. EDI provides benefits like reduced costs and improved customer service but also faces challenges like inflexibility and high implementation costs.
Public Relations and Publicity
The document summarizes public relations strategies used by various companies including building goodwill, promoting brands, countering negative publicity, and influencing target groups. It discusses PR tools like websites, news, speeches and events. It provides examples of PR campaigns run by Himalaya Drug Company focusing on quizzes and contests to engage with students. It also summarizes Dabur's brand positioning and a campaign launched to promote Dabur Honey. Finally, it briefly discusses security issues faced by Blackberry in India and worldwide communication outages.
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This document discusses health information systems, including electronic medical records (EMRs), electronic health records (EHRs), and radiology information systems (RIS). It provides an overview of Bumrungrad Hospital's implementation of a new information system and discusses some of the challenges they faced. Key topics covered include the differences between EMRs and EHRs, challenges of implementing EMRs such as high costs and ensuring confidentiality, and how RIS is used to store and distribute radiological data and manage patient workflow in radiology departments.
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Product Diversity
- 1. By : Nikhil Agarwal Aishwary Bhandari Pradeep Kumar BS-B
- 2. It is a strategy that takes the organization into both new markets and products or services.
- 3. Economies of scope Corporate managerial capabilities Increase market power Respond to environmental change Spreading risk across a range of businesses Expectations of powerful stakeholders
- 4. It is a strategy development beyond current products and markets , but with the capabilities or value network of the organization.
- 5. Related diversification options for an organization BACKWARD INTEGRATION Raw materials Components Machinery Product/process manufacture manufacture manufacture research/design Raw materials Components Machinery Financing supply supply supply Transport HORIZONTAL INTEGRATION Competitive products Organization By-products Complementary products FORWARD INTEGRATION Distribution Marketing Repairs and Transport outlets information servicing
- 6. Poor understanding of how diversification activities will “fit” or be coordinated with existing businesses. Most problems because launch of new business require considerable time and investment. Difficult to assess the risks associated with new investment opportunity.
- 8. It is the development of products or services beyond the current capabilities or value network. It is often referred as a conglomerate strategy. Involves diversifying into businesses with No strategic fit No meaningful value chain relationships No unifying strategic theme
- 9. By exploiting dominant logics Work effectively in underdeveloped markets
Editor's Notes
- Unilever : example of related diversification u can name some of its products.