DuroAir is updating its sales strategy to target higher value customers by positioning itself as offering "flexible end to end air quality solutions that maximizes productivity". The sales strategy outlines communicating the value proposition to potential, current and referral customers. It involves segmenting the market and focusing on segments with high barriers to entry like wind energy and engineering consulting. Tactics include building intelligence on these industries, attending conferences, and engaging contacts on LinkedIn to set up meetings and grow account lists. The goal is to improve DuroAir's sales process by having distinct marketing, sales, and customer support teams that work together to move leads through the pipeline.
This document discusses sustainability of competitive advantage. It defines sustainable competitive advantage as a unique position that allows a firm to consistently outperform competitors by possessing valuable processes and positions that cannot be easily duplicated. Sustainable advantages are built over time based on unique competencies like knowledge, innovation, and information. Examples of sustainable advantages include low costs, strong brands, barriers to entry, product differentiation, and outstanding management. Threats include imitation by competitors and dissipation of advantages over time due to changes in a company or customer demands.
The document discusses various strategies for achieving sustainable competitive advantage (SCA). It defines competitive advantage and discusses approaches like strategic vision, strategic opportunism, and a combined vision-opportunism approach. Porter's generic strategies of low cost, differentiation, and focus are explained. Other approaches like preemptive moves and synergies are also summarized. Specific strategies like quality option, brand building, strategic positioning, and first-mover advantages through innovation are provided as examples. Risks of strategic stubbornness and strategic drift are also highlighted.
The document summarizes Hyundai Motor Company's launch of its new Genesis model in 2007 to target the high-end car market. It discusses how Hyundai shifted from a strategy of cost leadership to one of differentiation. The company introduced the Genesis to move beyond being seen only as a provider of cheap, decent quality cars in the US market. The Genesis allowed Hyundai to compete in the premium car segment and diversify its strategy for global competitiveness.
Developing Sustainable Competitive Advantages for Colleges and UniversitiesStamats
Developed by Dr. Robert A. Sevier, senior vice president, strategy, with Stamats, this presentation will help college and university professionals understanding how competitive advantages in higher education really work, and how to develop sustainable sources of competitive advantage.
The document discusses competitive advantage and competitor analysis. It provides objectives for understanding competitors and customers through analysis. It then discusses Intel as an example, focusing on how Intel's competitive strategy of superior value and product innovation has led to success. The document outlines steps for analyzing competitors, including identifying competitors, assessing their strategies, strengths/weaknesses, and selecting which to attack or avoid. It also discusses different competitive strategies firms can employ like overall cost leadership, differentiation, and focus.
Porter's generic strategies include cost leadership, differentiation, and focus. Cost leadership involves having very low production costs to offer lower prices. Differentiation involves unique product attributes that are valued by customers. Focus involves targeting a narrow market segment and achieving either cost advantages or differentiation within that segment. While these strategies provide advantages against competitive forces, attempting multiple strategies risks being "stuck in the middle" without a clear advantage. Later critics argued generic strategies lack flexibility and specificity, and that there are viable strategies between the extremes.
This document discusses five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focused strategies. It provides details on each strategy, including keys to success and potential pitfalls. For a low-cost strategy, a firm must make lowering costs a priority and find ways to achieve cost advantages that are difficult for rivals to copy. Differentiation requires incorporating unique features that cause buyers to prefer the firm's products over rivals. A best-cost strategy combines aspects of low-cost and differentiation to provide superior value. Focused strategies involve targeting a narrow niche market and developing capabilities to serve that niche's specific needs.
This document discusses sustainability of competitive advantage. It defines sustainable competitive advantage as a unique position that allows a firm to consistently outperform competitors by possessing valuable processes and positions that cannot be easily duplicated. Sustainable advantages are built over time based on unique competencies like knowledge, innovation, and information. Examples of sustainable advantages include low costs, strong brands, barriers to entry, product differentiation, and outstanding management. Threats include imitation by competitors and dissipation of advantages over time due to changes in a company or customer demands.
The document discusses various strategies for achieving sustainable competitive advantage (SCA). It defines competitive advantage and discusses approaches like strategic vision, strategic opportunism, and a combined vision-opportunism approach. Porter's generic strategies of low cost, differentiation, and focus are explained. Other approaches like preemptive moves and synergies are also summarized. Specific strategies like quality option, brand building, strategic positioning, and first-mover advantages through innovation are provided as examples. Risks of strategic stubbornness and strategic drift are also highlighted.
The document summarizes Hyundai Motor Company's launch of its new Genesis model in 2007 to target the high-end car market. It discusses how Hyundai shifted from a strategy of cost leadership to one of differentiation. The company introduced the Genesis to move beyond being seen only as a provider of cheap, decent quality cars in the US market. The Genesis allowed Hyundai to compete in the premium car segment and diversify its strategy for global competitiveness.
Developing Sustainable Competitive Advantages for Colleges and UniversitiesStamats
Developed by Dr. Robert A. Sevier, senior vice president, strategy, with Stamats, this presentation will help college and university professionals understanding how competitive advantages in higher education really work, and how to develop sustainable sources of competitive advantage.
The document discusses competitive advantage and competitor analysis. It provides objectives for understanding competitors and customers through analysis. It then discusses Intel as an example, focusing on how Intel's competitive strategy of superior value and product innovation has led to success. The document outlines steps for analyzing competitors, including identifying competitors, assessing their strategies, strengths/weaknesses, and selecting which to attack or avoid. It also discusses different competitive strategies firms can employ like overall cost leadership, differentiation, and focus.
Porter's generic strategies include cost leadership, differentiation, and focus. Cost leadership involves having very low production costs to offer lower prices. Differentiation involves unique product attributes that are valued by customers. Focus involves targeting a narrow market segment and achieving either cost advantages or differentiation within that segment. While these strategies provide advantages against competitive forces, attempting multiple strategies risks being "stuck in the middle" without a clear advantage. Later critics argued generic strategies lack flexibility and specificity, and that there are viable strategies between the extremes.
This document discusses five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focused strategies. It provides details on each strategy, including keys to success and potential pitfalls. For a low-cost strategy, a firm must make lowering costs a priority and find ways to achieve cost advantages that are difficult for rivals to copy. Differentiation requires incorporating unique features that cause buyers to prefer the firm's products over rivals. A best-cost strategy combines aspects of low-cost and differentiation to provide superior value. Focused strategies involve targeting a narrow niche market and developing capabilities to serve that niche's specific needs.
This document discusses competitive strategy and competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are lower costs, differentiation, focus. Michael Porter identified three generic strategies: cost leadership, differentiation, and focus. Firms can pursue integrated or hybrid strategies. Sustainable competitive advantage is durable, valuable, rare, difficult to imitate. The strategies for market leaders are defensive strategies like position defense. Challengers pursue attack strategies like frontal attack. Followers imitate and adapt. Nichers target small, overlooked market segments.
The document discusses strategic planning and marketing plans. It covers 10 learning outcomes related to strategic planning, including understanding the importance of strategic marketing and marketing plans, developing business mission statements, setting objectives, conducting situation analyses, identifying competitive advantages, discussing strategic alternatives and target markets, describing marketing mix elements, and explaining the need for implementation, evaluation and control of marketing plans.
Competitive strategies aim to attract customers, withstand competition, and strengthen market position by exploiting competitive advantages. There are three generic competitive strategies: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry while differentiation involves offering unique products/services. Focus strategy pursues either approach but in a narrow customer segment. Functional strategies play a key role in determining and implementing the overall competitive strategy.
Cost Leadership / Low-cost Business Strategy:
A cost leadership strategy is an integrated set of actions designed to produce or deliver goods or services at the lowest cost, relative to that of competitors, with features that are acceptable to customers.
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
AMCA Lecture Three Competitive Marketing StrategyAMCAAdvisor
The document discusses competitive marketing strategy, outlining Porter's generic strategies model and Ansoff matrix model. It covers competitor analysis including identifying competitors, determining their objectives and strategies, assessing strengths and weaknesses, and selecting which to attack or avoid. The presentation also analyzes different competitive orientations and applications of strategic models in marketing.
Porter's generic strategies include cost leadership, differentiation, and focus. Cost leadership involves having very low production costs, differentiation focuses on making the product unique, and focus involves targeting a narrow customer segment. Firms must choose one strategy to avoid being "stuck in the middle". While generic strategies provide advantages against competitive forces, some critics argue they are too limiting and flexible approaches are also viable.
Michael Porter suggested three generic competitive strategies: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry to compete on price for a broad market. Differentiation targets a broad market by making the product or service unique in some way. Focus strategy involves targeting either a cost or differentiation advantage at a narrow market segment. Companies must choose one of these strategies to gain a competitive advantage.
The Five Generic Competitive Strategies : Which One to Employ?Ami Sampath
A summary presentation of Chapter 5 of the book "Crafting and Executing Strategy, (SIE): The Quest for Competitive Advantage: Concepts and Cases, 14/e"
http://highered.mcgraw-hill.com/sites/0070600899/information_center_view0/
Competitive advantage comes from low costs or differentiation. Companies pursue cost leadership, differentiation, or focus strategies depending on their scope and basis of advantage. Cost leadership aims to have the lowest costs industry-wide while differentiation makes products unique. Focus involves serving a niche market better than competitors through low costs or differentiation. Sustaining advantage requires continuous improvement, learning, and overcoming inertia to adapt strategies.
The document outlines the course outline for a strategic management course taught by Prof. Dr. Lütfiha Alpkan. The course is divided into 4 parts covering topics such as competitive analysis, SWOT analysis, strategy choice, and global competition. It includes 15 class sessions from September to December, covering various chapters and concepts through teaching plans and learning objectives. Key strategic management concepts like vision, mission, strategic goals and performance criteria are also defined in brief summaries.
This document provides an overview of Porter's generic strategies including cost leadership, differentiation, and focus strategies. It discusses Michael Porter, the creator of the generic strategies framework, and then defines each generic strategy and provides examples. For each strategy, it outlines the internal strengths companies need to succeed with that strategy and potential risks. It also discusses how Porter's five forces of competition, including rivalry, threats of substitution, buyer power, supplier power, and barriers to entry, relate to the different generic strategies.
This document discusses product differentiation as a business-level strategy. It defines product differentiation as creating perceived value and customer preference for a firm's products over competitors. Firms can differentiate based on product attributes, relationships with customers, or relationships within the firm. To achieve competitive advantage, a differentiation strategy must be valuable, rare, difficult to imitate, and the firm must be organized to exploit it.
The document discusses competitive strategy and industry analysis. It begins by defining industry structure and the 5 forces that shape competition: threat of new entry, intensity of rivalry, pressure from substitutes, bargaining power of buyers, and bargaining power of suppliers. It then discusses the value chain and how activities within the value chain can provide competitive advantage. Finally, it outlines generic competitive strategies of cost leadership, differentiation, and focus, noting firms can pursue a cost focus, differentiation focus, or broad cost leadership/differentiation strategies. The key aspects of industry structure, sources of competitive advantage, and generic strategies are summarized in under 3 sentences.
The document summarizes Michael Porter's framework for competitive strategy. It outlines the five competitive forces that determine the intensity of industry competition: threat of new entry, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. It then discusses how firms can gain a competitive advantage by positioning themselves in the industry where these forces are weakest or by influencing the competitive balance through strategic changes. The document also covers Porter's generic strategies of cost leadership, differentiation, and focus.
The document discusses Michael Porter's generic strategies model which identifies three strategies for gaining competitive advantage - cost leadership, differentiation, and focus. It provides details and examples of each strategy. Cost leadership involves producing standardized products on a large scale at low cost. Differentiation focuses on making the product unique through features, quality, design or service. Focus involves targeting a narrow market segment and achieving either cost advantage or differentiation within that segment. The risks of each strategy are also outlined. The document then provides examples of Dell's successful implementation of virtual integration and targeting of customer segments to achieve cost leadership.
This document outlines five generic competitive strategies: low cost, differentiation, best cost provider, focused low cost, and focused differentiation. It discusses when each strategy is most applicable, how to implement each one, and potential downsides. The strategies range from aiming for the broadest customer base with an overall low cost approach, to targeting a niche segment with specialized differentiation or low costs. Implementing the strategies successfully requires controlling costs, understanding customer needs, and preventing competitors from copying the approach.
Business level strategies—Porter’s framework of competitive strategies, Conditions, risks and benefits of Cost leadership, Differentiation and Focus strategies,
Strategic Analysis and choice—Corporate level analysis (BCG, GE Ninecell, Hofer’s product market evolution and Shell Directional policy Matrix)
Industry level analysis; Porter’s five forces model, Qualitative factors in strategic choice.
This document provides an overview of business models, strategies, and IT systems in digital organizations. It discusses four types of business models: market, operational, financial, and competitive. It also covers various competitive strategies such as cost leadership, differentiation, and developing competitive advantages. Additionally, it summarizes key concepts around IT systems including functional business systems, enterprise systems, and the role of IT in creating competitive advantages through activities like business process reengineering.
This document discusses strategic management accounting and cost driver analysis. It defines strategic management accounting as focusing on both financial and non-financial external factors as well as monitoring company strategies and those of competitors. It emphasizes identifying key cost drivers for each business activity in order to understand cost behavior and develop strategies to lower relative costs through controlling drivers or reconfiguring activities. Common cost drivers are identified as unit-level, batch-level, product/process-level, and organizational/facility-level factors.
This document discusses competitive strategy and competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are lower costs, differentiation, focus. Michael Porter identified three generic strategies: cost leadership, differentiation, and focus. Firms can pursue integrated or hybrid strategies. Sustainable competitive advantage is durable, valuable, rare, difficult to imitate. The strategies for market leaders are defensive strategies like position defense. Challengers pursue attack strategies like frontal attack. Followers imitate and adapt. Nichers target small, overlooked market segments.
The document discusses strategic planning and marketing plans. It covers 10 learning outcomes related to strategic planning, including understanding the importance of strategic marketing and marketing plans, developing business mission statements, setting objectives, conducting situation analyses, identifying competitive advantages, discussing strategic alternatives and target markets, describing marketing mix elements, and explaining the need for implementation, evaluation and control of marketing plans.
Competitive strategies aim to attract customers, withstand competition, and strengthen market position by exploiting competitive advantages. There are three generic competitive strategies: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry while differentiation involves offering unique products/services. Focus strategy pursues either approach but in a narrow customer segment. Functional strategies play a key role in determining and implementing the overall competitive strategy.
Cost Leadership / Low-cost Business Strategy:
A cost leadership strategy is an integrated set of actions designed to produce or deliver goods or services at the lowest cost, relative to that of competitors, with features that are acceptable to customers.
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
AMCA Lecture Three Competitive Marketing StrategyAMCAAdvisor
The document discusses competitive marketing strategy, outlining Porter's generic strategies model and Ansoff matrix model. It covers competitor analysis including identifying competitors, determining their objectives and strategies, assessing strengths and weaknesses, and selecting which to attack or avoid. The presentation also analyzes different competitive orientations and applications of strategic models in marketing.
Porter's generic strategies include cost leadership, differentiation, and focus. Cost leadership involves having very low production costs, differentiation focuses on making the product unique, and focus involves targeting a narrow customer segment. Firms must choose one strategy to avoid being "stuck in the middle". While generic strategies provide advantages against competitive forces, some critics argue they are too limiting and flexible approaches are also viable.
Michael Porter suggested three generic competitive strategies: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry to compete on price for a broad market. Differentiation targets a broad market by making the product or service unique in some way. Focus strategy involves targeting either a cost or differentiation advantage at a narrow market segment. Companies must choose one of these strategies to gain a competitive advantage.
The Five Generic Competitive Strategies : Which One to Employ?Ami Sampath
A summary presentation of Chapter 5 of the book "Crafting and Executing Strategy, (SIE): The Quest for Competitive Advantage: Concepts and Cases, 14/e"
http://highered.mcgraw-hill.com/sites/0070600899/information_center_view0/
Competitive advantage comes from low costs or differentiation. Companies pursue cost leadership, differentiation, or focus strategies depending on their scope and basis of advantage. Cost leadership aims to have the lowest costs industry-wide while differentiation makes products unique. Focus involves serving a niche market better than competitors through low costs or differentiation. Sustaining advantage requires continuous improvement, learning, and overcoming inertia to adapt strategies.
The document outlines the course outline for a strategic management course taught by Prof. Dr. Lütfiha Alpkan. The course is divided into 4 parts covering topics such as competitive analysis, SWOT analysis, strategy choice, and global competition. It includes 15 class sessions from September to December, covering various chapters and concepts through teaching plans and learning objectives. Key strategic management concepts like vision, mission, strategic goals and performance criteria are also defined in brief summaries.
This document provides an overview of Porter's generic strategies including cost leadership, differentiation, and focus strategies. It discusses Michael Porter, the creator of the generic strategies framework, and then defines each generic strategy and provides examples. For each strategy, it outlines the internal strengths companies need to succeed with that strategy and potential risks. It also discusses how Porter's five forces of competition, including rivalry, threats of substitution, buyer power, supplier power, and barriers to entry, relate to the different generic strategies.
This document discusses product differentiation as a business-level strategy. It defines product differentiation as creating perceived value and customer preference for a firm's products over competitors. Firms can differentiate based on product attributes, relationships with customers, or relationships within the firm. To achieve competitive advantage, a differentiation strategy must be valuable, rare, difficult to imitate, and the firm must be organized to exploit it.
The document discusses competitive strategy and industry analysis. It begins by defining industry structure and the 5 forces that shape competition: threat of new entry, intensity of rivalry, pressure from substitutes, bargaining power of buyers, and bargaining power of suppliers. It then discusses the value chain and how activities within the value chain can provide competitive advantage. Finally, it outlines generic competitive strategies of cost leadership, differentiation, and focus, noting firms can pursue a cost focus, differentiation focus, or broad cost leadership/differentiation strategies. The key aspects of industry structure, sources of competitive advantage, and generic strategies are summarized in under 3 sentences.
The document summarizes Michael Porter's framework for competitive strategy. It outlines the five competitive forces that determine the intensity of industry competition: threat of new entry, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. It then discusses how firms can gain a competitive advantage by positioning themselves in the industry where these forces are weakest or by influencing the competitive balance through strategic changes. The document also covers Porter's generic strategies of cost leadership, differentiation, and focus.
The document discusses Michael Porter's generic strategies model which identifies three strategies for gaining competitive advantage - cost leadership, differentiation, and focus. It provides details and examples of each strategy. Cost leadership involves producing standardized products on a large scale at low cost. Differentiation focuses on making the product unique through features, quality, design or service. Focus involves targeting a narrow market segment and achieving either cost advantage or differentiation within that segment. The risks of each strategy are also outlined. The document then provides examples of Dell's successful implementation of virtual integration and targeting of customer segments to achieve cost leadership.
This document outlines five generic competitive strategies: low cost, differentiation, best cost provider, focused low cost, and focused differentiation. It discusses when each strategy is most applicable, how to implement each one, and potential downsides. The strategies range from aiming for the broadest customer base with an overall low cost approach, to targeting a niche segment with specialized differentiation or low costs. Implementing the strategies successfully requires controlling costs, understanding customer needs, and preventing competitors from copying the approach.
Business level strategies—Porter’s framework of competitive strategies, Conditions, risks and benefits of Cost leadership, Differentiation and Focus strategies,
Strategic Analysis and choice—Corporate level analysis (BCG, GE Ninecell, Hofer’s product market evolution and Shell Directional policy Matrix)
Industry level analysis; Porter’s five forces model, Qualitative factors in strategic choice.
This document provides an overview of business models, strategies, and IT systems in digital organizations. It discusses four types of business models: market, operational, financial, and competitive. It also covers various competitive strategies such as cost leadership, differentiation, and developing competitive advantages. Additionally, it summarizes key concepts around IT systems including functional business systems, enterprise systems, and the role of IT in creating competitive advantages through activities like business process reengineering.
This document discusses strategic management accounting and cost driver analysis. It defines strategic management accounting as focusing on both financial and non-financial external factors as well as monitoring company strategies and those of competitors. It emphasizes identifying key cost drivers for each business activity in order to understand cost behavior and develop strategies to lower relative costs through controlling drivers or reconfiguring activities. Common cost drivers are identified as unit-level, batch-level, product/process-level, and organizational/facility-level factors.
Why value propositions matter? How to create a true value proposition for B2B businesses? Implementation ready toolkit to design a superior value propositions
How to beat the competition with smart market positioning
What is a competitive advantage? What is positioning? Cost leadership/ differentiation. How can you assess the competition?
This document discusses marketing strategy formulation. It begins by outlining Porter's generic competitive strategies of cost leadership, differentiation, and focus. It then discusses identifying sources of competitive advantage through experience and value curves. Porter's five forces model is explained as examining the competitive environment through suppliers, new entrants, substitutes, buyers and industry rivals. Finally, it outlines strategies for market leaders to defend their position and strategies for challengers to attack opponents.
Chapter 2 developing marketing strategies and plansAamir Khan
The document discusses key concepts in marketing strategy and planning. It covers customer perceived value, the value delivery process in three stages, value chain analysis, core competencies, corporate and division strategic planning, and Ansoff's product/market matrix. The value delivery process focuses on choosing value for customers, providing that value through the marketing mix, and communicating the value. The document also discusses intensive and integrative growth strategies including market penetration, development, product development, and diversification.
The document discusses key marketing concepts from Chapter 2 of Marketing Management by Philip Kotler including:
1. Tactical marketing plans specify marketing tactics at an operational level while strategic plans define long-term objectives and strategies.
2. Corporate culture refers to the shared experiences, beliefs and norms of an organization.
3. Customer experience considers all customer interactions with a company.
4. Platform innovation uses common components to create derivative products and services.
5. Environmental threats are external factors that could negatively impact demand like new competitors or technology changes.
THE EXTERNAL ASSESSMENT-Strategic Management chpter 3zikrullah bahrun
The document provides details of a group presentation on performing an external audit. It includes the group members' names and student IDs. It then discusses the purpose and process of an external audit, including gathering information on key external factors such as economic, social, cultural, political, and technological forces. It also explains tools for external analysis such as Porter's Five Forces model and how to develop an EFE matrix to evaluate external factors that present opportunities and threats.
This document provides an overview of key elements to consider when developing a marketing plan, including defining strategies, pricing, promotion, distribution, environmental factors, understanding the target market and competition. It discusses the importance of defining objectives and selecting generic strategies like cost leadership, differentiation or focus. It also covers operational strategies around pricing, promotion, distribution and reviewing internal strengths like product development and production capabilities. The overall goal is to create a comprehensive marketing plan and strategy to effectively market and sell offerings.
The document discusses various strategies for achieving and maintaining competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are cost advantage and differentiation advantage. Porter's generic strategies of cost leadership, differentiation, and focus aim to achieve these advantages. Integrated or hybrid strategies combine elements of cost leadership and differentiation. Sustainable competitive advantage is durable, valuable, unique, difficult to imitate, and not substitutable. The document outlines various defense strategies that market leaders can employ, such as position defense, flanking defense, contraction defense, pre-emptive defense, and counter-offensive defense.
Chapter 02 - Competitiveness, Strategy, and Productivity.pptAbdurRoufRasel
This document discusses operations management and competitiveness. It covers several key topics:
1. Competitiveness and how companies compete through factors like price, delivery time, and product differentiation. Marketing, operations, and other functions influence competitiveness.
2. Operations has a major impact on competitiveness through elements like product design, cost, quality, and supply chain management. Neglecting operations strategy can cause companies to fail.
3. Companies develop missions, goals, and strategies to guide their operations and achieve competitiveness. There are different types of strategies like low cost, differentiation, and responsiveness. Tactics are the methods used to accomplish strategies.
This document discusses strategies for new market entry and exploitation. It defines new entry as offering a new product, an established product to a new market, or creating a new organization. An entrepreneurial strategy generates and exploits new entry opportunities over time. Generating opportunities involves creating a valuable, rare, and inimitable bundle of resources using market and technological knowledge. Exploiting opportunities considers being a first mover and managing risks through narrow or broad market scope strategies or imitation strategies like franchising. Managing newness involves addressing liabilities of inexperience while leveraging advantages of flexibility.
Offensive defensive strategy, key success factor, strategic group mappingSunny Gandhi
This document discusses key success factors (KSFs) and defensive marketing strategies. It defines KSFs as the competitive elements that most affect a company's ability to prosper in the marketplace, such as specific strategies, product attributes, resources, and capabilities. KSFs determine the difference between profit and loss. The document identifies common types of KSFs and provides examples. It also discusses strategic group mapping to analyze competitors and competitive positions. Finally, it outlines several defensive strategies companies can employ to discourage potential competitors, such as signaling retaliation, fortifying defenses, and continuously improving.
The document discusses the marketing mix principles known as the 4 P's - product, price, place, and promotion. It explains that these controllable variables must be carefully managed to meet the needs of the target group. The marketing mix involves analyzing product strategies like design and packaging, price strategies, place strategies for distribution, and promotion strategies. An effective marketing mix offers the right combination of the 4 P's to improve marketing results.
Marketing management unit 2 recap,Market Segmentation & Targeting,New Produc...viveksangwan007
The document discusses market segmentation and the product life cycle. It defines market segmentation as dividing the heterogeneous market for a product into relatively homogeneous segments. Marketers segment customers based on geographic, demographic, psychographic, and behavioral factors. The benefits of segmentation include developing specialized, targeted marketing offers. The product life cycle consists of introduction, growth, maturity, and decline stages as products gain acceptance, compete with alternatives, and eventually lose popularity.
Executing a Total Solutions Strategy - And Other Complex Selling and Pricing ...CIT Group
This document discusses how companies are moving from traditional product-focused strategies to "Total Solutions" strategies in order to better meet customer needs and combat commoditization. It outlines the evolution from standalone products to more customized bundled offerings and total solutions. A total solutions strategy involves complex product structures incorporating multiple components from both in-house and third-party suppliers. It also requires sophisticated billing, invoicing, and accounts receivable/payable systems to handle the complex pricing structures and ensure accurate allocation of payments. While challenging to implement, a total solutions approach can provide a sustainable competitive advantage through highly customized offerings that are difficult for competitors to replicate.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
1. 1
Sales Strategy
The Revenue Road Map:
A sales strategy consists of a plan that positions DuroAir’s brand and service to gain a competitive
advantage. Our successful strategies will help sales focus on target market customers and communicate
with them, in relevant, meaningful ways. Sales need to know how their products or services can solve
customer problems.
Currently, DuroAir is completing and rejuvenating their branding strategy from a low cost, retractable
paintbooth (a tent) to “an industrial structure engineered to isolate contaminants…….”in order to attract
higher value sales. A successful sales strategy conveys this so that the sales force spends time targeting
the correct customers at the right time, for the right reason and focused on the right person,
department etc.
A sales strategy lays out the steps and methods necessary for customers in different stages. Potential
customers need communication that introduces the brand and product or service in ways that show
how it can solve their problems, processes requiring isolation, temperature and humidity controls etc.
If we accept that a high percent of sales will come from existing customers, current customers require
more personal communication about new features or benefits to keep them engaged. Promotions and
referral discounts work to motivate current customers to spend their money and to spread the word to
others for referral leads.**
*Creating an effective sales strategy requires market knowledge, awareness of competitor activities,
awareness of current trends and detailed business analysis. Please see Road Map to Revenues.
We can outline our compelling or unique value proposition, “Flexible end to end air quality solutions
that maximizes productivity” and ensure that it tests well in various industry segments inorder to target
customers, competition, most common objections, product features and benefits, and so forth.
*The Value Proposition describes the bundle of products and services that create value for a specific
Customer Segment. The Value Proposition is the reason why customers turn to one company over
another. It solves a customer problem or satisfies a customer need. Each Value Proposition consists of a
selected bundle of products and/or services that caters to the requirements of a specific Customer
Segment.
In this sense, the Value Proposition is an aggregation, or bundle of benefits that a company offers
customers. Some Value Propositions may be innovative and represent a new or disruptive offer. Others
may be similar to existing market offers, but with added features and attributes.
2. 2
Market segmentation reveals the market-segment opportunities facing us. DuroAir has to evaluate the
various segments and decide how many and which ones to serve. We can look at the tools available for
segmentation evaluation and selection:
Segment Size and Growth
Segment growth is a critical criteria when identifying a target market however, competitors will/may
enter a growing segment and depress profitability if we don’t have reasonable barriers to entry.
Selective Specialization
DuroAir can select a number of segments, each of which is objectively attractive and matches the firm’
objectives and resources. There may be little or no synergy between the segments, but each segment
promises to be accretive. This strategy of multi-segment coverage has the advantage over a single
segment strategy of diversifying our risk. If one segment becomes unattractive, we can continue to earn
revenue in other segments.
Customer groups represent separate segments if:
• Their needs require and justify a distinct offer
• They are reached through different Distribution Channels
• They require different types of relationships
• They have substantially different profitabilities
• They are willing to pay for different aspects of the offer
We should look back at your best customers and identify the characteristics that make them profitable
and enjoyable to work with. We can update our ideal customer as necessary to reflect the kinds of
customers who will help us reach your growth goals.
3. 3
Segment Structural Attractiveness**
We have to appraise the impact on long-run profitability of five groups I’ve identified here.
1/ Industry competitors
A segment is deemed unattractive if it already contains numerous, strong or aggressive competitors. It is
worse if the segment is stable or declining, if capacity is added, fixed costs are high and if competitors
have high stakes in staying in the segment. This leads to price wars, new product introductions and
makes it expensive to compete.
2/Threat of potential entrants
A segment is unattractive if there are low barriers to entry and new entrants bring substantial resources.
The most attractive segment from the viewpoint of profits is one in which entry barriers are high and
exiting barriers are low. Few new firms can enter and poor performing can exit easily. The worst case is
when entry barriers are low and exit barriers are high: here firms enter during good times but find it
hard to exit during bad times resulting in chronic overcapacity and depressed earning for all.
3/Threat of substitutes
Substitutes place a limit on potential prices and profits that can be earned in a segment. If technology
advances or competition increases in these substitute industries, prices and profits in the segment are
likely to fall.
4/Threat of growing bargaining powers of buyers
A segment is unattractive if buyers possess strong or increasing bargaining powers and try and force
prices down, demand more quality or services and set competitors against one another, all at the
expense of profits. A good strategy consists of developing superior offers that buyers cannot refuse!
5/ Threat of growing bargaining power among suppliers
A segment is unattractive if the companies’ suppliers are able to raise prices or reduce quality. They are
powerful when concentrated, organized, have few substitutes and when switching costs are high. The
best defense is to build good relations with suppliers and have multiple supply choices.
**Marketing Management: P. Kotler. R.E. Turner
4. 4
The Business Development Process
*Business Model Canvas Explained
http://www.youtube.com/watch?v=QoAOzMTLP5s
*The business development process is used to discover, test and validate following our business
assumptions:
A specific product(s) solves a known problem for an identifiable group of users (Customer
Discovery)
The market is large enough that a viable business might be built (Customer Validation)
The business is scalable through a repeatable sales and marketing roadmap. DuroAir service
center: DuroAir does not have “CLIENTS” we have “CUSTOMERS”. We need to change that with
a thoughtful, planned, strategic service organization that generates regular service revenues for
enclosures, filters, repairs and recommendations.(Company Creation)
Company departments and operational processes are created to support scale (Company
Building)
5. 5
Define Our Product(s) and Market Segments (identifiable Group)
Wind Power and Energy Segment
• Let’s use Wind Energy Markets ( as discussed)
• It meets the segment structure attractiveness for DuroAir( high barrier to entry-low cost to exit)
• The industry will have many “influencers” to direct product detail and information: consultants,
engineers.
• The industry is well funded.
• Our experience indicates we have a unique solution to a plant environment (EHS)problem
• There are known associations ( to be vetted) where customers/contacts/references can be
approached
• The industry has substantial repair/maintenance component for repeat sales and service revenues.
Tactical Strategies
• Build a file of all industry company names and market intelligence.
• Build a linked-In strategy to uncover individual names and call to introduce
• Vet and attend industry conferences and events to increase DuroAir’s industry I.Q. and
knowledge that could lead to further product offers aside from our current concept.
• Attend (vet) industry conferences and events to grow the company(s) contact list and
names.
• Uncover needs, issues, timing and any other facts to determine if a face to face. i.e. Blade
Dynamics
6. 6
Consulting Engineers in Canada and U.S.A.
• I suggest this might lead us into some high level government sales
• It meets the segment structure attractiveness for DuroAir ( high barrier to entry-low cost to exit) if
we don’t focus exclusively on the coating industry: clean room testing
• The industry will have many “influencers” to direct product detail and information: consultants,
engineers.
• The industry is well funded.
• Our experience indicates we have a unique solution to a plant environments for EHS consultants
• There are known associations ( to be vetted) where customers/contacts/references can be
approached
• The industry client have substantial repair/maintenance component for repeat sales and service
revenues.
Tactical Strategies
• Build a file of all industry company names and market intelligencers.
• Build a linked-In strategy to uncover individual names and call to introduce DuroAir
• Vet and attend industry conferences and events to increase DuroAir’s industry I.Q. and
knowledge that could lead to further product offers aside from our current concept.
• Attend (vet) industry conferences and events to grow the company(s) contact list and
names.
• Uncover needs, issues, timing and any other facts to determine if a face to face. i.e.
SNC Lavalin, J.L. Richards, etc
BDC EHS Consulting
Bob Beale bob.beale@ibigroup.com
IBI Group 416 873 4899
Sherry Cherian Shery.Cherian@hdrinc.com
HDR Inc. 647 777 4953 Senior Architect
Robert Hainz Robert.Hainz@snclavalin.com
SNC Lavalin 519 393 8000 ext. 54318
7. 7
Tactical Strategy:
Goals:
- Week 1 - Build a file of all industry company names and market intelligence.
Goal to have 10 companies with locations listed.
- Week 2 - Build a linked-In strategy to uncover individual names and call to introduce.
Goal to have a list of 25 names. Call all 25 people.
- Week 3 – Add 25 names to the list. Call all 50. Each week drop off anyone you have reached
and anyone you have called 6 times. Add names to maintain a list of 50.
- Week 4 – Add 25 names to the list. Call all 75. Each week drop off anyone you have reached
and anyone you have called 6 times. Add names to maintain a list of 75.
- Week 5 – Add 25 names to the list. Call all 100. Each week drop off anyone you have reached
and anyone you have called 6 times. Add names to maintain a list of 100.
- Week 6 – MILESTONE 1: Review list of 100 with team and update on results.
- Week 7 - Vet and attend industry conferences and events to increase DuroAir’s industry I.Q. and
knowledge that could lead to further product offers aside from our current concept. (I will have
an answer on Wind Expo next week).
- Week 8 – 9 – Book face to face meeting with customer XYZ
8. 8
Addendum:
From a BDC Article: Improving the quality of the sales process
Improving the quality of the sales process should improve the overall health of the company.
Generally, the process, whether for product or services, involves three separate but related
departments that form a sales pipeline.
This sales pipeline can be expressed as a linear flowing sequencing system containing a
feedback loop, from marketing to sales to customer support and back to marketing.
• In the sales pipeline, the marketing department determines and creates sales opportunities,
generates sales leads and maintains prospect flow, all of which feed into the pipeline.
• The sales force does the actual selling, moving the flow along the pipeline.
• And customer support, far from simply dealing with complaints, implements ongoing customer
relationship management and gathers market intelligence.
Too often, one group–sales–attempts to perform all three chores. These dysfunctional
situations work for a while when a company is first starting out, but as the company grows,
inevitably problems show up, and the system has to be changed completely. Obviously, it
would be smarter to get it right the first time.
*Steve Blank; Lean Launch Pad: Blank currently teaches at Stanford, the University of California Berkeley
Haas School of Business, New York University and Columbia