Strat Man 5th Ed Ch3 Slctd Slides
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The document outlines the nine basic analytical tools for analyzing a company's strategic environment: 1) general market evaluation, 2) measuring environmental turbulence, 3) PESTEL analysis, 4) industry lifecycle analysis, 5) key success factors analysis, 6) Porter's five forces analysis, 7) four links analysis, 8) competitor analysis, and 9) customer analysis. It provides a brief overview of each tool to help assess factors in the external environment that influence strategic decision making.
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Module 2 Assignment 2Use The LibraryUse the TextEvaluate I.docx
Module 2 Assignment 2
Use The Library
Use the Text
Evaluate Internet Sites
Check the Announcements and the Module 2 Assignment 1 discussion thread for additional information and tips
Assignment directions
Apply concepts and theories from the assigned reading; use unbiased sources; do not restate – analyze and explain
Assignment Directions
This assignment has you complete two parts of a strategic business plan.
To see how those parts fit into a full business plan, see the outline in the link for a strategic business plan outline in the assignment directions or under Doc Sharing and Module 2.
This paper has 3 Parts. The first 2 parts are based on your internal and external analysis (see next slide). The 3rd part includes your analysis of competitors.
Part 1: External Environment Analysis
Part 2: Internal Environmental Analysis
Part 3: Competitor Analysis
Assignment
Part 1: External Analysis
Identify driving forces in the industry
Analyze the dynamics of competition using Porter's Five Forces Model
Part 2 Internal Environment Analysis: Finance
Create a Balanced Scorecard
Conduct a Ratio Analysis based on Harley Davidson’s five-year financial performance
Part 2 Internal Environment Analysis: Competitors
Describe 2 Main Competitors and perform Ratio Analysis
Describe trends in financial performance over five years, and compare the trends to industry averages of the 2 competitors.
Provide statistics on the size of the Motorcycle Industry (revenue, growth rate, number of units sold by manufacturer/country, etc. )
Summarize issues and threats
Address metrics and measures for Financial ; Customer; Internal Business Process; Learning and Growth
Part I – Analysis of the External Environment
As part of the Strategic Business Plan, you have been asked to:
Identify and analyze the major driving forces for change in the external environment of the motorcycle industry.
Analyze the dynamics of competition using Porter's Five Forces Model of Competition.
Correctly assess the dynamics of competition.
Provide at least three statistics about the size of the motorcycle industry such as revenue, growth rate, number of units sold by manufacturer/country, etc.
Summarize the strategic issues firms in this industry face and identify their biggest threats.
Content Information to use as a research and analysis Guide
I. Industry and Competitive Analysis
Questions
involved
What are the boundaries of the industry?
2. What is the structure of the industry?
3. Which firms are our competitors?
4. What are the major determinants of
competition?
Three stages in Porters external analysis
Analyze industry structure
How concentrated is it?
What are the dynamics
Analyze the industry
Are there powerful buyers?
Are there powerful suppliers?
Analyze its long term viability
Will more firms enter?
Will substitute products or services be found?
Section 2 up to barriers to entry
The Firm’s External E ...
Strategy
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This document discusses positioning strategies for Evoe Spring Spa, an Indian startup aiming to provide affordable spa services. It considers positioning the spa experience as affordable health, affordable indulgence, or a little vacation. Focus groups suggested affordable health is the best approach, emphasizing relaxation and stress relief. Affordable indulgence was less preferred due to perceptions of spas as luxurious. A vacation positioning was also rejected as people see weekends as family time. The document recommends initially targeting "Sprinters and Racers", young professionals willing to pay for perceived health benefits.
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HubSpot is a leader in inbound marketing but seeks to accelerate growth and increase profits. It currently has 1,000 customers but high customer acquisition costs. The document proposes segmenting customers into Owners and Marketers and adjusting pricing plans. For Owners, it suggests incentivizing use of CMS and annual contracts. For Marketers, it recommends focusing on analytics, raising prices, and demonstrating inbound marketing success. New pricing forecasts increased lifetime profits per customer for both segments.
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The document discusses key concepts around market segmentation including:
1) It describes market segmentation as the process of dividing a market into meaningful subgroups that have similar needs and will respond similarly to marketing strategies.
2) Several common bases for segmenting consumer and business markets are discussed, including demographics, benefits sought, usage rates, and company characteristics.
3) The steps involved in segmenting markets are outlined, including selecting markets, choosing segmentation bases, profiling segments, and selecting target markets.
4) Alternative strategies for targeting market segments like concentrated, undifferentiated, and multisegment strategies are described.
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Safelite Auto Glass is moving from an hourly wage system to a performance pay plan (PPP) to increase productivity. Under the new PPP, technicians and managers will be paid based on the number of windshields installed rather than hourly wages. To encourage higher productivity, the guaranteed minimum hourly rate will be reduced by 30% for technicians. Implementing the PPP with a smaller 10-15% reduction in the guaranteed rate is suggested to motivate employees while avoiding potential issues from too large a reduction. The PPP is aimed at increasing the number of windshield installations per week through incentivizing productivity.
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This PPT says about the unethical practises practised by the company and how ethics plays its role in the business world
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P&G acquired Gillette in a $57 billion all-stock deal that created the world's largest consumer products company. The acquisition was financed through an exchange of 0.975 P&G shares for each Gillette share. The deal was valued at $54.05 per Gillette share based on P&G's stock price at the time. The combination provided synergies through complementary brands and markets, as well as cost savings. However, some questioned if the high premium paid reflected true shareholder value or wealth creation for Gillette's CEO.
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The document is an organizational case study of The Walt Disney Company. It provides an overview of Disney's mission, internal assessment including finances and organizational structure, external assessment of competitors and market position, SWOT analysis, and strategies. The key points are:
- Disney's mission is to be a leading producer and provider of entertainment and information globally.
- Internally it has a diversified structure with business units in media networks, studio entertainment, parks and resorts, and consumer products.
- Externally it competes with other large media companies and assesses opportunities in technology changes, new markets, and threats like economic shifts.
- Strategies discussed include pursuing growth through diversification, increasing market
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Apple's core competencies are their design and technology innovation. They introduce new product categories like the iPod, iTunes, iPad, and iPhone that revolutionize existing markets. Apple charges premium prices for its innovative, high quality products.
Time Warner focuses on low cost operations through efficient processes and technologies to maintain low prices and strong customer relationships.
Federal Bank ensures good banking practices through excellent customer service, transactions, and risk management.
Delwarca software remote support unit
- Delwarca is a software company that provides customer support through four units, including Remote Support managed by Jack McKinnon
- Customers were dissatisfied with long wait times under the previous single-phase support system
- McKinnon introduced the Rapid ID process which employs "Director Associates" to direct calls to the appropriate support level, reducing wait times and increasing customer satisfaction and capacity utilization
Ge
The document discusses GE's practice of promoting top leaders from within the company. It traces the career histories of several GE CEOs including Charles Coffin, Ralph Cordiner, Reginald Jones, and Jack Welch. It also provides a timeline of Jeff Immelt's career at GE from 1982 when he joined the company to 2001 when he became CEO. The document examines how GE has evolved its management policies and strategic focus over time to remain a leading global competitor.
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This document provides an overview of Genentech, a biotechnology company, in 3 sections:
1. It outlines Genentech's origins in the 1970s through scientific innovations in genetic engineering and being the first to clone human proteins in bacteria.
2. It describes Genentech's leadership in the biotherapeutics industry through the 1990s-2000s via FDA approvals, research capabilities, manufacturing expertise, and strategic partnerships.
3. It analyzes Genentech's value-based management strategies including clear goals, emphasis on scientific excellence, skilled personnel, and streamlined systems that have led to consistent financial outperformance of industry averages.
Nordstrom case study analysis
This document analyzes problems at the retail company Nordstrom identified in a case study submitted by a group. It identifies issues with Nordstrom's use of a "sales per hour" metric to evaluate employee performance, which led employees to work off the clock to avoid lowering their sales per hour ratios. Other problems discussed include a lack of clear distinction between selling and non-selling work hours, decentralized management leading to unequal treatment of employees, and lawsuits from shareholders over unpaid labor issues. The document provides recommendations to address these problems, such as clearly defining selling vs. non-selling time, using additional performance metrics besides sales per hour, and providing better employee training on the evaluation system.
Campbell's Soup
The document discusses a brand concept map created for Campbell's Soups based on interviews with undergraduate students. There were some limitations to the research, such as a lack of diversity in interviewees. The brand map revealed that Campbell's brings back memories of childhood and comfort foods made by mothers. Chicken noodle soup was seen as iconic but also too salty. Surprisingly, all interviewees associated Campbell's with Andy Warhol's artwork depicting Campbell's soup cans. For new product development, Campbell's should focus on variety, value, and enabling mothers to provide comforting meals to sick children.
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United breaks guitars case analysis (services marketing)
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Similar to Strat Man 5th Ed Ch3 Slctd Slides
Module 2 Assignment 2Use The LibraryUse the TextEvaluate I.docx
Module 2 Assignment 2
Use The Library
Use the Text
Evaluate Internet Sites
Check the Announcements and the Module 2 Assignment 1 discussion thread for additional information and tips
Assignment directions
Apply concepts and theories from the assigned reading; use unbiased sources; do not restate – analyze and explain
Assignment Directions
This assignment has you complete two parts of a strategic business plan.
To see how those parts fit into a full business plan, see the outline in the link for a strategic business plan outline in the assignment directions or under Doc Sharing and Module 2.
This paper has 3 Parts. The first 2 parts are based on your internal and external analysis (see next slide). The 3rd part includes your analysis of competitors.
Part 1: External Environment Analysis
Part 2: Internal Environmental Analysis
Part 3: Competitor Analysis
Assignment
Part 1: External Analysis
Identify driving forces in the industry
Analyze the dynamics of competition using Porter's Five Forces Model
Part 2 Internal Environment Analysis: Finance
Create a Balanced Scorecard
Conduct a Ratio Analysis based on Harley Davidson’s five-year financial performance
Part 2 Internal Environment Analysis: Competitors
Describe 2 Main Competitors and perform Ratio Analysis
Describe trends in financial performance over five years, and compare the trends to industry averages of the 2 competitors.
Provide statistics on the size of the Motorcycle Industry (revenue, growth rate, number of units sold by manufacturer/country, etc. )
Summarize issues and threats
Address metrics and measures for Financial ; Customer; Internal Business Process; Learning and Growth
Part I – Analysis of the External Environment
As part of the Strategic Business Plan, you have been asked to:
Identify and analyze the major driving forces for change in the external environment of the motorcycle industry.
Analyze the dynamics of competition using Porter's Five Forces Model of Competition.
Correctly assess the dynamics of competition.
Provide at least three statistics about the size of the motorcycle industry such as revenue, growth rate, number of units sold by manufacturer/country, etc.
Summarize the strategic issues firms in this industry face and identify their biggest threats.
Content Information to use as a research and analysis Guide
I. Industry and Competitive Analysis
Questions
involved
What are the boundaries of the industry?
2. What is the structure of the industry?
3. Which firms are our competitors?
4. What are the major determinants of
competition?
Three stages in Porters external analysis
Analyze industry structure
How concentrated is it?
What are the dynamics
Analyze the industry
Are there powerful buyers?
Are there powerful suppliers?
Analyze its long term viability
Will more firms enter?
Will substitute products or services be found?
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Chapter 8 Strategic Management Ppt08
The document outlines the key aspects of strategic management discussed in Chapter 8, including:
1) The six steps in the strategic management process, which involve analyzing internal/external environments, formulating strategies, and evaluating results.
2) The three major types of corporate strategies - growth, stability, and renewal strategies - and how the BCG matrix is used to analyze a company's portfolio.
3) Porter's five competitive forces model and the three generic competitive strategies of cost leadership, differentiation, and focus.
4) Why strategic flexibility is important in today's dynamic environment and strategies companies use regarding e-business, customers, and innovation.
379741
The document outlines the key aspects of strategic management discussed in Chapter 8, including:
1) The six steps in the strategic management process, which involve analyzing internal/external environments, formulating strategies, and evaluating results.
2) The three major types of corporate strategies - growth, stability, and renewal strategies - and how the BCG matrix is used to analyze a company's portfolio.
3) Porter's five competitive forces model and the three generic competitive strategies of cost leadership, differentiation, and focus.
4) Why strategic flexibility, e-business techniques, customer orientation, and innovation are important in today's strategic environment.
9erobbins Ppt08
1) The document outlines the key steps in the strategic management process including analyzing the external and internal environment, formulating strategies, implementing strategies, and evaluating results.
2) It describes different types of organizational strategies such as corporate strategies for growth, stability, and renewal as well as business-level strategies around cost leadership, differentiation, and focus.
3) Emerging trends in strategic management are discussed like the need for strategic flexibility, applying e-business techniques, and becoming more customer-oriented and innovative.
Ch03 Discussion Light
The document discusses analyzing a firm's external environment including the general environment, industry environment, and competitor environment. It describes the components of the general environment and how they can affect firm strategy. It also explains Michael Porter's five forces model for analyzing industry competition including the threat of new entrants, bargaining power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. Finally, it provides guidance on conducting a competitor analysis by examining a competitor's objectives, strategies, assumptions, and capabilities.
Chapter 3
The document outlines the strategic management process for developing a competitive business model and strategic plan. It discusses 9 key steps: 1) developing a vision and mission statement, 2) assessing strengths and weaknesses, 3) scanning for opportunities and threats, 4) identifying success factors, 5) analyzing competitors, 6) creating goals and objectives, 7) formulating strategies, 8) translating strategies into action plans, and 9) establishing controls. The overall process provides a framework to guide a company in accomplishing its mission and goals through developing a sustainable competitive advantage.
Traffic Lights & Threat Levels
Discusses the creation of an in-house tool for consistently assessing vendors’ financial health. Covers such topics as:
• Advantages of an in-house system versus a third-party service
• What are the recommended inputs for an in-house tool?
• Methods for consistently translating the data into actionable recommendations
• How do you visually communicate financial data for laypeople to understand?
• Tying financial health assessments to decision-making and clinical development activities
Robbins ppt08
The document outlines the steps in the strategic management process which includes conducting external and internal analyses, formulating strategies, implementing strategies, and evaluating results. It also discusses different types of organizational strategies such as corporate level strategies including growth, stability, and renewal strategies. Business level strategies focus on gaining a competitive advantage through cost leadership, differentiation, or focus. The implications of dynamic environments and strategies for applying e-business, innovation, and becoming more customer oriented are also examined.
Robbins ppt08
The document outlines the steps in the strategic management process which includes identifying the organization's mission and objectives, conducting external and internal analyses, formulating strategies, implementing strategies, and evaluating results. It also discusses different types of organizational strategies such as corporate growth, stability, and renewal strategies. Finally, it examines concepts like competitive advantage, Porter's five forces model, and strategies for applying e-business and becoming more customer-oriented.
Disruptive Innovation
The document discusses competitive intelligence and disruptive innovation. It defines competitive intelligence as collecting and analyzing information to help companies make strategic, operational, and tactical decisions. It discusses techniques for analyzing competitors, customers, and technologies. It also introduces the concepts of sustaining and disruptive innovation, where sustaining innovations improve existing products but disruptive innovations introduce simpler, more affordable options.
Strategic Thinking, TCF and Action Plans
This document discusses strategic thinking and developing action plans. It provides guidance on analyzing employee engagement survey results to select priority issues, ensuring actions are linked to business strategy and measurable. An example tracking spreadsheet is outlined for monitoring progress of actions. The document also discusses treating customers fairly principles and analyzing the internal and external environment using tools like PEST, Porter's five forces, value chain analysis and the intelligence cycle to inform strategic planning. Famous strategic thinkers like Steve Jobs and Oprah Winfrey are mentioned.
B6028 EXceptional Education/snaptutorial.COM
For more classes visit
www.snaptutorial.com
B6028 Module 1 Assignment 3 Market Position Analysis
Throughout this course, you will conduct
PROJECT MANAGEMENT AND FINANCE
This document discusses project selection and portfolio management. It begins by outlining various analysis tools used for project selection like PEST analysis, SWOT analysis, and Porter's Five Forces model. It then discusses strategic planning processes like defining a vision, mission, strategic objectives, and aligning project portfolios to strategic goals. Various frameworks for analyzing markets and industries are presented, including using PEST, SWOT, and Porter's Five Forces to evaluate opportunities and threats. The importance of assessing an organization's ability to successfully perform projects is also highlighted.
Chapter05
This document summarizes key concepts from Chapter 5 of the third edition of the textbook "Business Market Management" regarding managing market offerings. It discusses constructing flexible market offerings to meet the needs of different customer segments, assessing customer value to determine pricing, and adapting offerings across international borders. The summary provides an overview of the key topics covered in the chapter in 3 sentences or less.
The strategy tools used in industry analysis
The document discusses various strategic analysis tools used in industry analysis including the Balanced Scorecard, AD Little Matrix, Porter's Five Forces, Bowman's Strategy Clock, and PESTEL analysis. It provides descriptions of each tool, how they are used, examples of companies that use certain tools like the Balanced Scorecard, and criticisms of some models.
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Strat Man 5th Ed Ch3 Slctd Slides
- 1. How do we analyse the strategic environment? Video Summary Chapter 3 © Copyright Richard Lynch 2009. All rights reserved
- 2. Analysing the main elements of the environment Environment Resources Purpose Options Options Options Choice Implement This session
- 3. Analysing the strategic environment - 1 The nine basic analytical tools Company or public sector organisation Environment basics Degree of turbulence PESTEL analysis Industry life cycle Key factors for success Five Forces analysis Four Links analysis Competitor analysis Customer analysis See : Lynch, Chapter 3
- 9. Step 6: Factors specific to competition Five Forces Analysis Customers : have high, medium or low bargaining power based on size of order, etc Suppliers : have high, medium or low bargaining power depending on what they supply – patented, quality, etc Potential entrants : high, medium or low threat of new entrants based on barriers to entry Substitutes : high, medium or low threat based on ease of alternative, etc. Industry competitors Industry competitors : high, medium or low threat based on competitors’ resources, plans, etc. Copyright M.E . Porter 1980
- 10. Step 7: Factors specific to co-operation Four Links Analysis The organisation Informa l co-operative links and networks Formal co-operative links Government links and networks Complementors Underpinning logic: economic benefits derived from working together See : Lynch Section 3.8