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Individual companies are classified into industries based primarily on their largest source of revenue. For example, an automobile manufacturer with a small financing division generating 10% of revenues would still be considered an auto maker. Industries are studied by investors and economists to understand profit growth factors and compare companies. The North American Industry Classification System is commonly used to categorize companies into industries based on similar production processes.
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· Complete the Assignment, Personal Application Paper· After r.docx
· Complete the Assignment, "Personal Application Paper"
· After reviewing what you have written for the Personal Application Conferences each week and your interaction with your fellow students about this, write a final paper incorporating all of the topics covered weekly in the PA and how what you have learned in this course applies to the organization you work for. It should be more than just a simple cut and paste from your earlier PA postings.
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What kinds of industries tend to be better performers in the medium to long term? Why? What kinds of industries tend to do poorly in the medium to long term? Why?
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Your thoughts about the fundamental strategic issues facing the industry in which your organization exists. Compare the performance of your company against the industry within which it operates, for 1 year and 5 years, using the Morningstar database or any other source of information that is appropriate
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8.1 What Is Corporate Strategy?
LO 8-1
Define corporate strategy and describe the three dimensions along which it is assessed.
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1. Vertical integration: In what stages of the industry value chain should the company participate? The industry value chain describes the transformation of raw materials into finished goods and services along distinct vertical stages.
2. Diversification: What range of products and services should the company offer?
3. Geographic scope: Where should the company compete geographically in terms of regional, national, or international markets?
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LO 8-2
Explain why firms need to grow, and evaluate different growth motives.
Several reasons explain why firms need to grow. These can be summarized as follows:
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2. Lower costs.
3. Increase market power.
4. Reduce risk.
5. Motivate management.
Let’s look at each reason in turn.
INCREASE PROFITS
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8.1 What Is Corporate StrategyLO 8-1Define corporate strategy.docx
8.1 What Is Corporate Strategy?
LO 8-1
Define corporate strategy and describe the three dimensions along which it is assessed.
Strategy formulation centers around the key questions of where and how to compete. Business strategy concerns the question of how to compete in a single product market. As discussed in Chapter 6, the two generic business strategies that firms can follow to pursue their quest for competitive advantage are to increase differentiation (while containing cost) or lower costs (while maintaining differentiation). If trade-offs can be reconciled, some firms might be able to pursue a blue ocean strategy by increasing differentiation and lowering costs. As firms grow, they are frequently expanding their business activities through seeking new markets both by offering new products and services and by competing in different geographies. Strategic leaders must formulate a corporate strategy to guide continued growth. To gain and sustain competitive advantage, therefore, any corporate strategy must align with and strengthen a firm’s business strategy, whether it is a differentiation, cost-leadership, or blue ocean strategy.
Corporate strategy comprises the decisions that leaders make and the goal-directed actions they take in the quest for competitive advantage in several industries and markets simultaneously.3 It provides answers to the key question of where to compete. Corporate strategy determines the boundaries of the firm along three dimensions: vertical integration along the industry value chain, diversification of products and services, and geographic scope (regional, national, or global markets). Strategic leaders must determine corporate strategy along the three dimensions:
1. Vertical integration: In what stages of the industry value chain should the company participate? The industry value chain describes the transformation of raw materials into finished goods and services along distinct vertical stages.
2. Diversification: What range of products and services should the company offer?
3. Geographic scope: Where should the company compete geographically in terms of regional, national, or international markets?
In most cases, underlying these three questions is an implicit desire for growth. The need for growth is sometimes taken so much for granted that not every manager understands all the reasons behind it. A clear understanding will help strategic leaders to pursue growth for the right reasons and make better decisions for the firm and its stakeholders.
WHY FIRMS NEED TO GROW
LO 8-2
Explain why firms need to grow, and evaluate different growth motives.
Several reasons explain why firms need to grow. These can be summarized as follows:
1. Increase profits.
2. Lower costs.
3. Increase market power.
4. Reduce risk.
5. Motivate management.
Let’s look at each reason in turn.
INCREASE PROFITS
Profitable growth allows businesses to provide a higher return for their shareholders, or owners, if privately held. For publicly trade ...
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THREAT TO SUBSTITUTE
RIVALRY AMONG EXISTING FIRMS
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The Fragmentation or birth stage of the organization is dominated by the entrepreneur as it is based on concentration and niche marketing.
The growth is carried out with the help of integration of both horizontal & vertical. Here focus is given more on the functional management.
In maturity stage the industry focuses on concentration and diversification. The centers like: profit, investment etc. are established in this stage.
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Strategic groups are sets of firms that follow similar strategies to one another (Hunt, 1972; Short et al., 2007). More specifically, a strategic group consists of a set of industry competitors that have similar characteristics to one another but differ in important ways from the members of other groups.
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It helps,
Identify the strategic direction of the direct rivals in the industry. This will in turn help shape the strategic moves of your own organization.
Identify the strategies used by companies in other strategic groups. In certain difficult situations, your organization can use these alternative paths to success as solutions.
Discover untapped opportunities in the industry by revealing the gaps (i.e. disclose areas where there is limited or no competition)
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Fundamental, Economic and Industry Analysis
FUNDAMENTAL ANALYSIS
ECONOMIC ANALYSIS
INDUSTRY ANALYSIS
COMPANY ANALYSIS
MEANING OF MARKETING ANALYSIS
INDICES OF NSE AND BSE
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traditional formats such as small independent sundries; and (iii) informal, such as farmers' markets and local street
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SWOT analysis themselves that theory.Slides clil
Individual companies are classified into industries based primarily on their largest source of revenue. For example, an automobile manufacturer with a small financing division generating 10% of revenues would still be considered an auto maker. Industries are studied by investors and economists to understand profit growth factors and allow comparison of companies within an industry. The North American Industry Classification System is commonly used to categorize companies into industries based on similar production processes.
Clil
CLIL (Content and Language Integrated Learning) is an educational approach that integrates language learning with other subjects. It has four main components: content, cognition, communication, and culture (the "4Cs"). Content refers to the subject matter being taught, such as science or history. Cognition involves developing thinking skills. Communication means interacting and sharing information. Culture promotes intercultural awareness. In a CLIL lesson, all language skills of listening, reading, speaking, and writing are practiced, with a focus on using language meaningfully to learn other subjects.
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· Complete the Assignment, Personal Application Paper· After r.docx
· Complete the Assignment, "Personal Application Paper"
· After reviewing what you have written for the Personal Application Conferences each week and your interaction with your fellow students about this, write a final paper incorporating all of the topics covered weekly in the PA and how what you have learned in this course applies to the organization you work for. It should be more than just a simple cut and paste from your earlier PA postings.
Papers should be approximately 5-7 pages in length. This page limit is forces you to think hard of what are the key points you want to make and avoid generalities.
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What kinds of industries tend to be better performers in the medium to long term? Why? What kinds of industries tend to do poorly in the medium to long term? Why?
Can you make the claim that some industries are inherently more profitable than others? Provide arguments and examples to justify your response.
Generally speaking, for companies in the same industry, what factors would explain differences in company performance over the long term?
Your thoughts about the fundamental strategic issues facing the industry in which your organization exists. Compare the performance of your company against the industry within which it operates, for 1 year and 5 years, using the Morningstar database or any other source of information that is appropriate
1. The kind of industries which tend to perform better in the medium to long term include railroad, insurance service providers, and resorts & casinos. This is because of the management practices used in the industries and the pattern of cash flow that the industries have. The revenue flow in the resorts and casinos may be volatile during the short term but when viewed in the medium to long term it is stable. The management practices used in the industries such as the sale of time shares smoothen the volatilities that commonly experienced in the industries. Industries such as savings & cooperative banks and independent power production tend to perform poorly in the medium to long term period. This is because the savings and cooperative banks are affected by both the economy and customer demands hence the varying year returns. Savings and cooperative banks avail various substitutes to customers in the long term. These substitutes determine the competition in the industry. Independent power production industry performs poorly because it is privately owned .
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fashion trends. Design teams work closely with store managers to gather customer feedback and
quickly design new styles. Zara produces around 40% of its fabrics in-house and outsources the
remaining 60% locally to minimize transportation time. Cutting and sewing is also done locally by
contract manufacturers. This allows Zara to get new designs from concept to stores in just 2 weeks,
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8.1 What Is Corporate StrategyLO 8-1Define corporate strategy.docx
8.1 What Is Corporate Strategy?
LO 8-1
Define corporate strategy and describe the three dimensions along which it is assessed.
Strategy formulation centers around the key questions of where and how to compete. Business strategy concerns the question of how to compete in a single product market. As discussed in Chapter 6, the two generic business strategies that firms can follow to pursue their quest for competitive advantage are to increase differentiation (while containing cost) or lower costs (while maintaining differentiation). If trade-offs can be reconciled, some firms might be able to pursue a blue ocean strategy by increasing differentiation and lowering costs. As firms grow, they are frequently expanding their business activities through seeking new markets both by offering new products and services and by competing in different geographies. Strategic leaders must formulate a corporate strategy to guide continued growth. To gain and sustain competitive advantage, therefore, any corporate strategy must align with and strengthen a firm’s business strategy, whether it is a differentiation, cost-leadership, or blue ocean strategy.
Corporate strategy comprises the decisions that leaders make and the goal-directed actions they take in the quest for competitive advantage in several industries and markets simultaneously.3 It provides answers to the key question of where to compete. Corporate strategy determines the boundaries of the firm along three dimensions: vertical integration along the industry value chain, diversification of products and services, and geographic scope (regional, national, or global markets). Strategic leaders must determine corporate strategy along the three dimensions:
1. Vertical integration: In what stages of the industry value chain should the company participate? The industry value chain describes the transformation of raw materials into finished goods and services along distinct vertical stages.
2. Diversification: What range of products and services should the company offer?
3. Geographic scope: Where should the company compete geographically in terms of regional, national, or international markets?
In most cases, underlying these three questions is an implicit desire for growth. The need for growth is sometimes taken so much for granted that not every manager understands all the reasons behind it. A clear understanding will help strategic leaders to pursue growth for the right reasons and make better decisions for the firm and its stakeholders.
WHY FIRMS NEED TO GROW
LO 8-2
Explain why firms need to grow, and evaluate different growth motives.
Several reasons explain why firms need to grow. These can be summarized as follows:
1. Increase profits.
2. Lower costs.
3. Increase market power.
4. Reduce risk.
5. Motivate management.
Let’s look at each reason in turn.
INCREASE PROFITS
Profitable growth allows businesses to provide a higher return for their shareholders, or owners, if privately held. For publicly trade.
8.1 What Is Corporate StrategyLO 8-1Define corporate strategy.docx
8.1 What Is Corporate Strategy?
LO 8-1
Define corporate strategy and describe the three dimensions along which it is assessed.
Strategy formulation centers around the key questions of where and how to compete. Business strategy concerns the question of how to compete in a single product market. As discussed in Chapter 6, the two generic business strategies that firms can follow to pursue their quest for competitive advantage are to increase differentiation (while containing cost) or lower costs (while maintaining differentiation). If trade-offs can be reconciled, some firms might be able to pursue a blue ocean strategy by increasing differentiation and lowering costs. As firms grow, they are frequently expanding their business activities through seeking new markets both by offering new products and services and by competing in different geographies. Strategic leaders must formulate a corporate strategy to guide continued growth. To gain and sustain competitive advantage, therefore, any corporate strategy must align with and strengthen a firm’s business strategy, whether it is a differentiation, cost-leadership, or blue ocean strategy.
Corporate strategy comprises the decisions that leaders make and the goal-directed actions they take in the quest for competitive advantage in several industries and markets simultaneously.3 It provides answers to the key question of where to compete. Corporate strategy determines the boundaries of the firm along three dimensions: vertical integration along the industry value chain, diversification of products and services, and geographic scope (regional, national, or global markets). Strategic leaders must determine corporate strategy along the three dimensions:
1. Vertical integration: In what stages of the industry value chain should the company participate? The industry value chain describes the transformation of raw materials into finished goods and services along distinct vertical stages.
2. Diversification: What range of products and services should the company offer?
3. Geographic scope: Where should the company compete geographically in terms of regional, national, or international markets?
In most cases, underlying these three questions is an implicit desire for growth. The need for growth is sometimes taken so much for granted that not every manager understands all the reasons behind it. A clear understanding will help strategic leaders to pursue growth for the right reasons and make better decisions for the firm and its stakeholders.
WHY FIRMS NEED TO GROW
LO 8-2
Explain why firms need to grow, and evaluate different growth motives.
Several reasons explain why firms need to grow. These can be summarized as follows:
1. Increase profits.
2. Lower costs.
3. Increase market power.
4. Reduce risk.
5. Motivate management.
Let’s look at each reason in turn.
INCREASE PROFITS
Profitable growth allows businesses to provide a higher return for their shareholders, or owners, if privately held. For publicly trade ...
Competitive Intelligence Structure For Automotive Companies
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LECT-7- INDUSTRY ANALYSIS.pptx
Porter’s Five Force Model:
THREAT TO NEW ENTRANTS
THREAT TO SUBSTITUTE
RIVALRY AMONG EXISTING FIRMS
BARGAINING POWER OF BUYERS & SUPPLIERS
COMPETITIVE CHANGES DURING INDUSTRY LIFE CYCLE:
Industry lifecycle comprises four stages including fragmentation, growth, maturity and decline. An understanding of the industry lifecycle can help competing companies survive during periods of transition.
The Fragmentation or birth stage of the organization is dominated by the entrepreneur as it is based on concentration and niche marketing.
The growth is carried out with the help of integration of both horizontal & vertical. Here focus is given more on the functional management.
In maturity stage the industry focuses on concentration and diversification. The centers like: profit, investment etc. are established in this stage.
Decline stage is followed by retrenchment strategy. The stage after decline I death which is known as liquidation or bankruptcy.
Strategic Group:
A strategic group consists of those rival firms with similar competitive approaches and positions in the market. The identification of strategic groups within an industry enables the competitive structure of the industry to be redefined to compare strategies of various competitors for similarities and differences.22-Jan-2015
Strategic groups are sets of firms that follow similar strategies to one another (Hunt, 1972; Short et al., 2007). More specifically, a strategic group consists of a set of industry competitors that have similar characteristics to one another but differ in important ways from the members of other groups.
A simple example of a strategic group would be the fast-food restaurant chains in the foodservice industry. Other strategic groups in this industry include fine-dining restaurants, cafes, and family restaurants among many others.30-Sept-2022
Strategic Group Analysis:
Strategic group analysis is used to examine the competitive environment and the rivalry among competitors within an industry.
It helps,
Identify the strategic direction of the direct rivals in the industry. This will in turn help shape the strategic moves of your own organization.
Identify the strategies used by companies in other strategic groups. In certain difficult situations, your organization can use these alternative paths to success as solutions.
Discover untapped opportunities in the industry by revealing the gaps (i.e. disclose areas where there is limited or no competition)
Mapping Strategic Groups :
The strategy group map is used as the primary tool in the analysis of strategic groups. It helps visualize and analyse the competitive positions of industry rivals based on variables (common characteristics) relevant to their strategic significance.
Fundamental, Economic and Industry Analysis
FUNDAMENTAL ANALYSIS
ECONOMIC ANALYSIS
INDUSTRY ANALYSIS
COMPANY ANALYSIS
MEANING OF MARKETING ANALYSIS
INDICES OF NSE AND BSE
Auto Service Stores Industry in Mexico, Theory of Industry Applied to the Acq...
Auto Service Stores Industry in Mexico, Theory of Industry Applied to the Acq...Business, Management and Economics Research
Mexican supermarket industry is mainly characterized by a variety of types of consumers, mainly
marked by differences in purchasing power. Mexican industry self serves the needs of different consumers
through: (i) modern formats such as supermarkets, warehouses, hypermarkets and membership clubs; (ii)
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Individual companies are classified into industries based primarily on their largest source of revenue. For example, an automobile manufacturer with a small financing division generating 10% of revenues would still be considered an auto maker. Industries are studied by investors and economists to understand profit growth factors and allow comparison of companies within an industry. The North American Industry Classification System is commonly used to categorize companies into industries based on similar production processes.
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- 5. AUTO MAKERS
- 6. INVESTORS.
- 8. STOCK
- 9. HIERARCHY
- 10. (NAICS)
- 11. DEFINITION OF INDUSTRY. Industry is a classification that refers to a group of companies that are related in terms of their primary business activities. In modern economies, there are dozens of different industry classifications, which are typically grouped into larger categories called sectors. Individual companies are generally classified into industries based on their largest sources of revenue. For example, an automobile manufacturer might have a small financing division that contributes 10% to overall revenues, but the company will still be universally classified as an auto maker for attribution purposes. Industries are often studied by investors and economists to better understand the factors and limitations to corporate profit growth. Companies operating in the same industry can also be compared to each other to evaluate the relative attractiveness of a company within that industry. Stocks within the same industry often rise and fall as a group because the same overlying factors exist for all members. The North American Industry Classification System (NAICS) (developed by the United States, Canada and Mexico) is widely used by investors to classify companies. In the NAICS hierarchy, companies that use similar production processes are categorized in the same industry....