This document provides an overview of various strategic choices beyond competitive strategy, including strategic alliances, mergers and acquisitions, vertical integration, outsourcing, and offensive and defensive strategies. It discusses when these strategies can provide benefits such as lowering costs, gaining expertise, and enhancing competitiveness, as well as potential disadvantages like increased resource requirements and reduced flexibility. The document also examines factors that determine whether vertical integration, outsourcing, or collaborative partnerships are viable strategic options for a company.
This summary provides an overview of Chapter 9 which discusses cooperative strategies between firms. The chapter describes different types of strategic alliances such as joint ventures, equity alliances, and non-equity alliances. It also categorizes alliances as complementary, competition reducing, competition responding, or uncertainty reducing. Additionally, the chapter outlines reasons for alliances based on market type and risks associated with international and network alliances if strategic intent is misunderstood or contracts are inadequate.
Strategic alliances and mergers & acquisitions are options to supplement a firm's competitive strategy. Alliances allow firms to share resources, risks, and control to access new markets and technologies faster. Mergers and acquisitions allow tighter integration but come with integration challenges. Vertical integration through backward or forward strategies can generate cost advantages but also increase risks. Outsourcing non-core activities can improve flexibility and innovation if not overused. Offensive strategies proactively build advantages while defensive strategies protect them from rivals' attacks.
The document discusses Porter's strategies for achieving competitive advantage, including operational effectiveness, strategic positioning, and trade-offs. It describes the three generic strategies of overall cost leadership, differentiation, and focus. Cost leadership involves minimizing costs throughout the value chain. Differentiation creates uniqueness that customers value. Focus involves targeting a narrow scope through either cost leadership or differentiation. The strategies aim to overcome competitive forces and are improved by integrating activities across the value chain. Potential pitfalls are discussed for each strategy.
Corporate Level Strategy: Creating Value through DiversificationAngelica Angelo Ocon
The document discusses various strategies for corporate-level diversification, including related and unrelated diversification. It explains that related diversification can achieve synergistic benefits through economies of scope and market power by leveraging core competencies and sharing resources and activities across similar businesses. Unrelated diversification seeks to create value through corporate restructuring, parenting, and portfolio management activities provided by the corporate office. The document provides examples of companies that have successfully implemented various diversification strategies and discusses the potential benefits, risks and tradeoffs involved.
The document discusses cooperative strategies that firms can employ, including strategic alliances. It describes three types of strategic alliances - joint ventures, equity strategic alliances, and non-equity strategic alliances. Firms form strategic alliances to gain access to resources and capabilities they lack, create value, and reduce environmental uncertainty. Alliances allow firms to respond faster to market changes, share R&D costs, and learn new skills. Cooperative strategies are also used at the business level through complementary strategic alliances, which can be vertical or horizontal.
Strengthening a companies competitive positionMaverick199
This document discusses strategies for strengthening a company's competitive position through expanding the scope of its operations. It describes horizontal and vertical integration strategies, as well as outsourcing. Horizontal integration involves merging with or acquiring companies in similar product/service areas to expand geographic coverage or product offerings. Vertical integration involves participating in multiple stages of the value chain, either fully, partially, or through a tapered approach. The benefits and risks of these strategies are outlined. Outsourcing involves farming out value chain activities to specialists to improve flexibility and reduce costs and risks, though it can also reduce control and resources.
This document provides an overview of various strategic choices beyond competitive strategy, including strategic alliances, mergers and acquisitions, vertical integration, outsourcing, and offensive and defensive strategies. It discusses when these strategies can provide benefits such as lowering costs, gaining expertise, and enhancing competitiveness, as well as potential disadvantages like increased resource requirements and reduced flexibility. The document also examines factors that determine whether vertical integration, outsourcing, or collaborative partnerships are viable strategic options for a company.
This summary provides an overview of Chapter 9 which discusses cooperative strategies between firms. The chapter describes different types of strategic alliances such as joint ventures, equity alliances, and non-equity alliances. It also categorizes alliances as complementary, competition reducing, competition responding, or uncertainty reducing. Additionally, the chapter outlines reasons for alliances based on market type and risks associated with international and network alliances if strategic intent is misunderstood or contracts are inadequate.
Strategic alliances and mergers & acquisitions are options to supplement a firm's competitive strategy. Alliances allow firms to share resources, risks, and control to access new markets and technologies faster. Mergers and acquisitions allow tighter integration but come with integration challenges. Vertical integration through backward or forward strategies can generate cost advantages but also increase risks. Outsourcing non-core activities can improve flexibility and innovation if not overused. Offensive strategies proactively build advantages while defensive strategies protect them from rivals' attacks.
The document discusses Porter's strategies for achieving competitive advantage, including operational effectiveness, strategic positioning, and trade-offs. It describes the three generic strategies of overall cost leadership, differentiation, and focus. Cost leadership involves minimizing costs throughout the value chain. Differentiation creates uniqueness that customers value. Focus involves targeting a narrow scope through either cost leadership or differentiation. The strategies aim to overcome competitive forces and are improved by integrating activities across the value chain. Potential pitfalls are discussed for each strategy.
Corporate Level Strategy: Creating Value through DiversificationAngelica Angelo Ocon
The document discusses various strategies for corporate-level diversification, including related and unrelated diversification. It explains that related diversification can achieve synergistic benefits through economies of scope and market power by leveraging core competencies and sharing resources and activities across similar businesses. Unrelated diversification seeks to create value through corporate restructuring, parenting, and portfolio management activities provided by the corporate office. The document provides examples of companies that have successfully implemented various diversification strategies and discusses the potential benefits, risks and tradeoffs involved.
The document discusses cooperative strategies that firms can employ, including strategic alliances. It describes three types of strategic alliances - joint ventures, equity strategic alliances, and non-equity strategic alliances. Firms form strategic alliances to gain access to resources and capabilities they lack, create value, and reduce environmental uncertainty. Alliances allow firms to respond faster to market changes, share R&D costs, and learn new skills. Cooperative strategies are also used at the business level through complementary strategic alliances, which can be vertical or horizontal.
Strengthening a companies competitive positionMaverick199
This document discusses strategies for strengthening a company's competitive position through expanding the scope of its operations. It describes horizontal and vertical integration strategies, as well as outsourcing. Horizontal integration involves merging with or acquiring companies in similar product/service areas to expand geographic coverage or product offerings. Vertical integration involves participating in multiple stages of the value chain, either fully, partially, or through a tapered approach. The benefits and risks of these strategies are outlined. Outsourcing involves farming out value chain activities to specialists to improve flexibility and reduce costs and risks, though it can also reduce control and resources.
Chap009 managing diversifcation and groupAjit Kumar
This document discusses strategies for diversifying a company into related and unrelated businesses. It defines related diversification as diversifying into businesses with value chains that have strategic fits with the company's existing businesses. This allows the company to leverage expertise, technologies, distribution networks, and other resources across the businesses. Related diversification can result in lower costs and stronger competitive capabilities compared to competitors. The document outlines various types of strategic fits that can exist across value chains, such as R&D, supply chain, manufacturing, distribution, sales and marketing, and managerial fits. Capturing these strategic fits is said to create a "1+1=3" effect where the performance of the combined businesses is greater than if they operated independently.
This document discusses strategies for strengthening a company's competitive position, including offensive and defensive actions, timing of moves, and scope of operations. It covers topics like building competitive advantages, targeting vulnerable rivals, horizontal mergers, vertical integration, and strategic alliances. The key points are that choosing the right competitive strategies, timing them effectively, and optimizing a firm's scope of operations are crucial for maximizing competitive position. Strategic options include both offensive moves to improve market position and defensive actions to protect advantages.
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.
Managerial motives that are not aligned with shareholder value creation can undermine the potential benefits of diversification strategies. Proper governance and incentives are needed to ensure strategies like mergers, acquisitions, alliances and joint ventures are undertaken to generate true synergies rather than serving other managerial aims.
This document discusses business-level strategy, defining it as an integrated set of actions a firm uses to gain a competitive advantage in a specific industry. It outlines the five main business-level strategies - cost leadership, differentiation, focused cost leadership, focused differentiation, and integrated cost leadership/differentiation - and discusses the competitive advantages, scope, value chain activities, risks, and relationship to Porter's Five Forces for each strategy. Choosing and implementing the right business-level strategy is important for a firm's success and depends on its internal resources and capabilities as well as external market conditions.
This document discusses sources of competitive advantage and strategies for different types of industries. The main sources of competitive advantage are cost leadership, differentiation, speed, and market focus. Cost leadership requires low production costs, while differentiation means creating unique value for customers. Industries evolve over time from emerging to growth to mature to declining. Different strategies are most effective depending on the industry's stage, such as emphasizing innovation in growth industries but cost reduction in mature ones. The document also examines strategies for fragmented, global, and other specialized industry types.
Competitive Advantage And Core Competenciespriyanka
The document discusses competitive advantage, core competencies, and various corporate strategies. It provides definitions and concepts related to competitive advantage, core competencies, and strategies such as amalgamation, merger, demerger, slump sale, takeover, disinvestment, joint venture, and franchising. Core competencies are unique skills or expertise that provide competitive advantages and allow companies to access new markets. Effective strategies allow companies to optimize their business portfolio.
This document discusses corporate level strategy and strategic options for companies. It covers:
1. The definition of corporate level strategy and the 4Es (extend, expand, exit, enhance) to address it.
2. Strategic choices like business closure, disposal, acquisition, reorganization, and start-up.
3. International entry options like exporting, licensing, franchising, and joint ventures.
4. Strategic alliances as a way for companies to collaborate without full ownership or control.
The document outlines the general decision making process in Foundation® by explaining the six basic strategies to use as a starting point when making decisions. It then provides an overview of the different modules in Foundation® for research and development, marketing, production, and finance. Users are directed to additional resources for more guidance on using the specific modules and strategies.
This document summarizes key concepts from Chapter 8 of a textbook on corporate strategy and diversification. It discusses strategic options for diversification, such as broadening scope or retrenching. It also covers evaluating diversification to build shareholder value, potential for synergy, and approaches to diversifying like acquisition or internal development. Additional topics include related vs unrelated diversification, strategic fit, and evaluating an existing diversified company's strategy. The document provides frameworks and considerations for diversification strategy development and evaluation.
This document discusses different business-level strategies including cost leadership, differentiation, focus strategies, and integrated cost leadership/differentiation strategies. It provides details on how each strategy positions a firm to address the five forces of competition and explains the key activities involved in implementing each type of strategy. The document is from a PowerPoint presentation on strategic management concepts from a university textbook.
The document discusses competitive rivalry and dynamics. It defines key terms like competitors, competitive rivalry, and competitive behavior. It also outlines three types of market cycles - slow, fast, and standard - and how competitive advantages are developed and eroded over time within each type. Finally, it examines factors that influence a competitor's likelihood of responding to actions, including the type of action, reputation, and dependence on the market.
Business level strategy: Creating and Sustaining Competitive AdvantagesAngelica Angelo Ocon
This chapter discusses three generic business-level strategies - overall cost leadership, differentiation, and focus strategy. It explains how each strategy can create competitive advantages and improve a firm's position against the five competitive forces. The chapter also addresses integrating cost leadership and differentiation strategies, industry life cycles and strategic implications, and turnaround strategies.
This document discusses strategies for competing in different types of industries and market situations. It begins with an overview of strategies for emerging industries, turbulent markets, maturing industries, and stagnant or declining industries. It then covers strategies for competing in fragmented industries, sustaining rapid growth, and strategies based on a company's market position as an industry leader, runner-up firm, or weak/crisis-ridden business. Specific strategy options are provided for each situation along with considerations for crafting successful business strategies.
This chapter discusses various strategy options that companies can pursue beyond competitive strategy, including strategic alliances, mergers and acquisitions, vertical integration, outsourcing, and offensive and defensive strategies. It provides an overview of when each option makes strategic sense, potential benefits and pitfalls, and examples of each type of strategy. The key strategy options covered are strategic alliances and partnerships to complement capabilities, mergers and acquisitions to gain capabilities, vertical integration to extend competitive scope, and outsourcing non-core activities. Offensive strategies aim to build market position while defensive strategies protect existing advantages.
The document discusses various strategies that companies can use to supplement their chosen competitive strategy. It covers collaborative strategies like alliances and partnerships, merger and acquisition strategies, vertical integration strategies, outsourcing strategies, offensive and defensive strategies, web site strategies, and choosing appropriate functional area strategies. Some key points discussed include the objectives, advantages, and disadvantages of these different supplemental strategies.
Supplementing the chosen competitive strategy chapter 6DurreNao Noman
The document discusses various competitive strategies including collaborative strategies, mergers and acquisitions, vertical integration, outsourcing, offensive and defensive strategies, and web site strategies. It provides details on reasons for and characteristics of strategic alliances. It also outlines objectives, advantages, and pitfalls of mergers and acquisitions as well as vertical integration strategies. Factors for determining when outsourcing makes strategic sense are discussed. Principles of offensive and defensive strategies are presented along with types of each. Finally, different web site strategy approaches are described.
The document discusses various strategic management concepts including Porter's views on strategy, the three generic strategies of overall cost leadership, differentiation, and focus. It explains how each strategy can provide competitive advantage and improve competitive position against the five forces. The document also discusses combination strategies that integrate cost leadership and differentiation, as well as how strategies should be tailored based on the industry life cycle stage.
BUSINESS LEVEL STRATEGY THERE USES...pptSubhanAli78
The document discusses various strategic management concepts including Porter's views on strategy, the three generic strategies of overall cost leadership, differentiation, and focus. It explains how each strategy can provide competitive advantage and improve competitive position against the five forces. The document also discusses combination strategies, the industry lifecycle model, and implications of strategic choices at different lifecycle stages. Grand strategies like mergers and diversification are briefly introduced at the end.
This document discusses strategies for diversified companies. It covers when companies should diversify, the benefits of related vs unrelated diversification, and types of strategic fits that can provide competitive advantages when diversifying into related businesses. Specifically, it outlines how diversifying into businesses with value chains that overlap can allow companies to leverage expertise, reduce costs through economies of scale, share brand names, and develop new competitive capabilities by collaborating across business units.
This document discusses evaluating a company's resources, capabilities, and competitive strategy. It covers identifying a company's strengths, weaknesses, opportunities, and threats through a SWOT analysis. Key parts of the analysis include determining core competencies, distinctive competencies, and correcting areas that result in higher costs compared to competitors through various options like negotiating prices, reengineering processes, or investing in cost-saving technology. The overall document provides a framework for assessing a company's internal resources and competitive positioning in the market.
Chap009 managing diversifcation and groupAjit Kumar
This document discusses strategies for diversifying a company into related and unrelated businesses. It defines related diversification as diversifying into businesses with value chains that have strategic fits with the company's existing businesses. This allows the company to leverage expertise, technologies, distribution networks, and other resources across the businesses. Related diversification can result in lower costs and stronger competitive capabilities compared to competitors. The document outlines various types of strategic fits that can exist across value chains, such as R&D, supply chain, manufacturing, distribution, sales and marketing, and managerial fits. Capturing these strategic fits is said to create a "1+1=3" effect where the performance of the combined businesses is greater than if they operated independently.
This document discusses strategies for strengthening a company's competitive position, including offensive and defensive actions, timing of moves, and scope of operations. It covers topics like building competitive advantages, targeting vulnerable rivals, horizontal mergers, vertical integration, and strategic alliances. The key points are that choosing the right competitive strategies, timing them effectively, and optimizing a firm's scope of operations are crucial for maximizing competitive position. Strategic options include both offensive moves to improve market position and defensive actions to protect advantages.
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.
Managerial motives that are not aligned with shareholder value creation can undermine the potential benefits of diversification strategies. Proper governance and incentives are needed to ensure strategies like mergers, acquisitions, alliances and joint ventures are undertaken to generate true synergies rather than serving other managerial aims.
This document discusses business-level strategy, defining it as an integrated set of actions a firm uses to gain a competitive advantage in a specific industry. It outlines the five main business-level strategies - cost leadership, differentiation, focused cost leadership, focused differentiation, and integrated cost leadership/differentiation - and discusses the competitive advantages, scope, value chain activities, risks, and relationship to Porter's Five Forces for each strategy. Choosing and implementing the right business-level strategy is important for a firm's success and depends on its internal resources and capabilities as well as external market conditions.
This document discusses sources of competitive advantage and strategies for different types of industries. The main sources of competitive advantage are cost leadership, differentiation, speed, and market focus. Cost leadership requires low production costs, while differentiation means creating unique value for customers. Industries evolve over time from emerging to growth to mature to declining. Different strategies are most effective depending on the industry's stage, such as emphasizing innovation in growth industries but cost reduction in mature ones. The document also examines strategies for fragmented, global, and other specialized industry types.
Competitive Advantage And Core Competenciespriyanka
The document discusses competitive advantage, core competencies, and various corporate strategies. It provides definitions and concepts related to competitive advantage, core competencies, and strategies such as amalgamation, merger, demerger, slump sale, takeover, disinvestment, joint venture, and franchising. Core competencies are unique skills or expertise that provide competitive advantages and allow companies to access new markets. Effective strategies allow companies to optimize their business portfolio.
This document discusses corporate level strategy and strategic options for companies. It covers:
1. The definition of corporate level strategy and the 4Es (extend, expand, exit, enhance) to address it.
2. Strategic choices like business closure, disposal, acquisition, reorganization, and start-up.
3. International entry options like exporting, licensing, franchising, and joint ventures.
4. Strategic alliances as a way for companies to collaborate without full ownership or control.
The document outlines the general decision making process in Foundation® by explaining the six basic strategies to use as a starting point when making decisions. It then provides an overview of the different modules in Foundation® for research and development, marketing, production, and finance. Users are directed to additional resources for more guidance on using the specific modules and strategies.
This document summarizes key concepts from Chapter 8 of a textbook on corporate strategy and diversification. It discusses strategic options for diversification, such as broadening scope or retrenching. It also covers evaluating diversification to build shareholder value, potential for synergy, and approaches to diversifying like acquisition or internal development. Additional topics include related vs unrelated diversification, strategic fit, and evaluating an existing diversified company's strategy. The document provides frameworks and considerations for diversification strategy development and evaluation.
This document discusses different business-level strategies including cost leadership, differentiation, focus strategies, and integrated cost leadership/differentiation strategies. It provides details on how each strategy positions a firm to address the five forces of competition and explains the key activities involved in implementing each type of strategy. The document is from a PowerPoint presentation on strategic management concepts from a university textbook.
The document discusses competitive rivalry and dynamics. It defines key terms like competitors, competitive rivalry, and competitive behavior. It also outlines three types of market cycles - slow, fast, and standard - and how competitive advantages are developed and eroded over time within each type. Finally, it examines factors that influence a competitor's likelihood of responding to actions, including the type of action, reputation, and dependence on the market.
Business level strategy: Creating and Sustaining Competitive AdvantagesAngelica Angelo Ocon
This chapter discusses three generic business-level strategies - overall cost leadership, differentiation, and focus strategy. It explains how each strategy can create competitive advantages and improve a firm's position against the five competitive forces. The chapter also addresses integrating cost leadership and differentiation strategies, industry life cycles and strategic implications, and turnaround strategies.
This document discusses strategies for competing in different types of industries and market situations. It begins with an overview of strategies for emerging industries, turbulent markets, maturing industries, and stagnant or declining industries. It then covers strategies for competing in fragmented industries, sustaining rapid growth, and strategies based on a company's market position as an industry leader, runner-up firm, or weak/crisis-ridden business. Specific strategy options are provided for each situation along with considerations for crafting successful business strategies.
This chapter discusses various strategy options that companies can pursue beyond competitive strategy, including strategic alliances, mergers and acquisitions, vertical integration, outsourcing, and offensive and defensive strategies. It provides an overview of when each option makes strategic sense, potential benefits and pitfalls, and examples of each type of strategy. The key strategy options covered are strategic alliances and partnerships to complement capabilities, mergers and acquisitions to gain capabilities, vertical integration to extend competitive scope, and outsourcing non-core activities. Offensive strategies aim to build market position while defensive strategies protect existing advantages.
The document discusses various strategies that companies can use to supplement their chosen competitive strategy. It covers collaborative strategies like alliances and partnerships, merger and acquisition strategies, vertical integration strategies, outsourcing strategies, offensive and defensive strategies, web site strategies, and choosing appropriate functional area strategies. Some key points discussed include the objectives, advantages, and disadvantages of these different supplemental strategies.
Supplementing the chosen competitive strategy chapter 6DurreNao Noman
The document discusses various competitive strategies including collaborative strategies, mergers and acquisitions, vertical integration, outsourcing, offensive and defensive strategies, and web site strategies. It provides details on reasons for and characteristics of strategic alliances. It also outlines objectives, advantages, and pitfalls of mergers and acquisitions as well as vertical integration strategies. Factors for determining when outsourcing makes strategic sense are discussed. Principles of offensive and defensive strategies are presented along with types of each. Finally, different web site strategy approaches are described.
The document discusses various strategic management concepts including Porter's views on strategy, the three generic strategies of overall cost leadership, differentiation, and focus. It explains how each strategy can provide competitive advantage and improve competitive position against the five forces. The document also discusses combination strategies that integrate cost leadership and differentiation, as well as how strategies should be tailored based on the industry life cycle stage.
BUSINESS LEVEL STRATEGY THERE USES...pptSubhanAli78
The document discusses various strategic management concepts including Porter's views on strategy, the three generic strategies of overall cost leadership, differentiation, and focus. It explains how each strategy can provide competitive advantage and improve competitive position against the five forces. The document also discusses combination strategies, the industry lifecycle model, and implications of strategic choices at different lifecycle stages. Grand strategies like mergers and diversification are briefly introduced at the end.
This document discusses strategies for diversified companies. It covers when companies should diversify, the benefits of related vs unrelated diversification, and types of strategic fits that can provide competitive advantages when diversifying into related businesses. Specifically, it outlines how diversifying into businesses with value chains that overlap can allow companies to leverage expertise, reduce costs through economies of scale, share brand names, and develop new competitive capabilities by collaborating across business units.
This document discusses evaluating a company's resources, capabilities, and competitive strategy. It covers identifying a company's strengths, weaknesses, opportunities, and threats through a SWOT analysis. Key parts of the analysis include determining core competencies, distinctive competencies, and correcting areas that result in higher costs compared to competitors through various options like negotiating prices, reengineering processes, or investing in cost-saving technology. The overall document provides a framework for assessing a company's internal resources and competitive positioning in the market.
Chapter Two Production and operation managementbahreabdella
This document discusses operations strategy and competitiveness. It covers topics such as competitive dimensions, order qualifiers and winners, strategy design processes, frameworks for manufacturing and service strategies, and productivity measures. The chapters outlines objectives like operations strategy, competitive dimensions, order qualifiers and winners, strategy design process, frameworks for manufacturing and service strategies, capacity capabilities, and productivity measures.
This chapter discusses operations strategy and competitiveness. It covers topics such as competitive dimensions, order qualifiers and winners, strategy design processes, frameworks for manufacturing and service strategies, and productivity measures. Operations strategy is influenced by customer needs, corporate strategy, and decisions around processes and infrastructure. Competitive dimensions include factors like cost, quality, delivery speed and reliability. Order qualifiers are basic criteria for consideration, while order winners differentiate companies. Strategy is designed using tools like the Kaplan and Norton strategy map. Productivity is measured by comparing outputs to inputs.
This document discusses different corporate-level strategies including horizontal integration, vertical integration, and strategic outsourcing. Horizontal integration involves merging with competitors within the same industry to achieve scale advantages. Vertical integration expands a company's operations backward or forward into the supply chain. Strategic outsourcing involves allowing value chain activities to be performed by specialist external companies. The strategies have benefits like lowering costs but also risks such as holdup or becoming too dependent on outsourcing partners. Alternatives to full integration like alliances and contracts can achieve advantages while avoiding certain costs and risks.
This document discusses strategies for competing in different types of industries and market situations. It provides options and considerations for emerging industries, rapidly growing markets, mature industries, and high-velocity markets. It also discusses strategies for industry leaders, including stay-on-the-offensive, fortify-and-defend, and muscle-flexing approaches. Harvest and liquidation strategies are also outlined. Throughout, it emphasizes the importance of crafting strategies that enhance competitive position and leadership.
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.
This document discusses business-level strategy and competitive advantage. It explains that companies must decide on customer needs, customer groups, and distinctive competencies to develop a business model. There are three main generic business-level strategies - cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs, differentiation involves creating unique product attributes, and focus involves targeting a specific customer segment. The strategies a company chooses impact its competitive position and ability to achieve competitive advantage.
This document discusses frameworks for analyzing industries and competition. It begins by outlining Porter's five forces model for understanding competitive dynamics within an industry. It then examines key considerations for analyzing an industry's structure like economic traits, competitive forces, drivers of change, competitors, and success factors. The document provides guidance on assessing these industry-level and firm-level factors to identify attractive strategic options for a company.
This document discusses strategies for managing a group of diversified businesses. It explains that diversification involves operating in multiple business lines across different industries. A diversified company must craft a strategy that addresses several businesses competing in diverse environments. The document outlines related diversification, which involves businesses with strategic fits between value chains, and unrelated diversification, with no strategic fits. Related diversification offers potential for competitive advantages from skills transfer and cost savings, while unrelated diversification scatters risk across industries but provides limited competitive benefits. The document also discusses strategies for entering new businesses and evaluating diversification approaches.
Strategy to fit specific industry and company situationsMD SALMAN ANJUM
The document provides an overview of strategies for tailoring strategy to different industry and company situations. It discusses strategies for competing in emerging industries, turbulent markets, maturing industries, stagnant/declining industries, and fragmented industries. It also outlines strategies based on a company's market position as an industry leader, runner-up firm, or weak/crisis-ridden business. The document contains chapter roadmaps and discusses features, options, risks, and definitions for each of these strategic situations.
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Ringkasan dokumen tersebut adalah:
1. Dokumen tersebut membahas analisis lingkungan internal perusahaan berdasarkan konsep rantai nilai untuk mendapatkan keunggulan bersaing.
2. Analisis rantai nilai membantu memahami posisi perusahaan dalam proses penciptaan nilai produk dan mengidentifikasi peluang untuk menambah nilai atau mengurangi biaya.
3. Hubungan dengan pemasok dan konsumen penting untuk mening
6. parluhutan slide pp, internal environment analysis from value chain manage...parluhutan silitonga
Analisis value-chain bertujuan untuk meningkatkan nilai bagi pelanggan atau menurunkan biaya dengan mengidentifikasi aktivitas di mana perusahaan dapat menambah nilai atau mengurangi biaya. Analisis ini membantu perusahaan memahami posisinya dalam rantai nilai produk untuk mengidentifikasi peluang persaingan dengan meningkatkan nilai atau mengurangi biaya.
BE & GG , Parluhutan, Prof. Dr. Hapzi Ali, CMA “ BE & GG Minggu 14 Ethics a...parluhutan silitonga
Dokumen tersebut membahas tentang kode etik dan tanggung jawab profesi di bidang teknologi informasi (TI). Mencakup kode etik bagi profesional TI, pengguna internet, dan programmer. Juga menjelaskan ciri-ciri profesionalisme yang harus dimiliki seorang profesional TI.
BE & GG , Parluhutan, Prof. Dr. Hapzi Ali, CMA “ BE & GG Minggu 12 Governan...parluhutan silitonga
Berdasarkan dokumen tersebut, terdapat beberapa poin penting tentang governance rating, yaitu:
1) Governance rating digunakan untuk menilai penerapan tata kelola perusahaan yang baik oleh suatu perusahaan.
2) Faktor-faktor yang dinilai antara lain komitmen, transparansi, akuntabilitas, tanggung jawab, independensi, dan keadilan.
3) Tujuan governance rating antara lain meningkatkan kinerja perusahaan dan kepercayaan
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.