How to create sustainable Competitive Advantage using Strategy Mechanism?Petrilau
The company operating in a turbulent environment needs a working strategy mechanism rather than a detailed road map for a road when the environment is fast changing, and topography is unknown
Ansoff’s strategic success formula states that for optimum return on investment, both the aggressiveness of the firm’s strategy and its capabilities must match the turbulence of the environment.
اس رسالے میں آپ پڑھ سکیں گے:کثرت سے دُدُود پاک پڑھنے والی بچی، چھوٹی مصیبت نے بڑی مصیبت سے بچا لیا، مدنی منے کا جوشِ ایمانی، مدنی منے کا رونا کام آ گیا، کمسن مبلغ کی انفرادی کوشش، باب المدینہ (کراچی)کا خوفِ خدا رکھنے والا مدنی منا اور بہت کچھ۔ ۔ ۔ آپ کے لئے ایک بہت مفید اور اہم کتاب جس کو پڑھنے سے آپ کے علم اور نیکیوں میں ان شاء اللہ عزوجل اضافہ ہوگا۔آپ اس کتاب کو ویب سائٹ پر موجودرہتے ہوئے آن لائن پڑھنے کے لئے Read کے بٹن اور ڈاؤن لوڈ کرنے کے لئے Download کے بٹن پر کلک کریں۔اس کتاب کے بارے میں اپنے تاثرات نیچے دئیے ہوئے Comments Box میں دیں۔برائے کرم اس کتاب کوعلم دین حاصل کرنے کی نیت سے خود بھی پڑھیں اور دوسروں کے ساتھ بھیShare کریں۔
How to create sustainable Competitive Advantage using Strategy Mechanism?Petrilau
The company operating in a turbulent environment needs a working strategy mechanism rather than a detailed road map for a road when the environment is fast changing, and topography is unknown
Ansoff’s strategic success formula states that for optimum return on investment, both the aggressiveness of the firm’s strategy and its capabilities must match the turbulence of the environment.
اس رسالے میں آپ پڑھ سکیں گے:کثرت سے دُدُود پاک پڑھنے والی بچی، چھوٹی مصیبت نے بڑی مصیبت سے بچا لیا، مدنی منے کا جوشِ ایمانی، مدنی منے کا رونا کام آ گیا، کمسن مبلغ کی انفرادی کوشش، باب المدینہ (کراچی)کا خوفِ خدا رکھنے والا مدنی منا اور بہت کچھ۔ ۔ ۔ آپ کے لئے ایک بہت مفید اور اہم کتاب جس کو پڑھنے سے آپ کے علم اور نیکیوں میں ان شاء اللہ عزوجل اضافہ ہوگا۔آپ اس کتاب کو ویب سائٹ پر موجودرہتے ہوئے آن لائن پڑھنے کے لئے Read کے بٹن اور ڈاؤن لوڈ کرنے کے لئے Download کے بٹن پر کلک کریں۔اس کتاب کے بارے میں اپنے تاثرات نیچے دئیے ہوئے Comments Box میں دیں۔برائے کرم اس کتاب کوعلم دین حاصل کرنے کی نیت سے خود بھی پڑھیں اور دوسروں کے ساتھ بھیShare کریں۔
In 2014 the University of Wolverhampton opened the doors to its state-of-the-art Science Centre. The new building represented a radical change in pedagogy for teaching and learning in Science subjects at Wolverhampton. The capture and broadcasting of video was central to the new teaching philosophy and there were a number of challenges to overcome when delivering a completely new technical and pedagogical ecosystem. Evaluative research suggests that the use of capture technologies to support teaching and learning in the Science Centre has been a success; with students reporting more confidence and better understanding and staff reporting more independent students and an increase in opportunities to facilitate deeper learning. The knowledge developed through the Science Centre project will be used to inform the design of discipline specific capture installations across our campuses, where they will add the most value to the learning experience.
Managing Advertising Agencies Throughout a Product's LifecycleDana Small
Find out best practices when it comes to managing advertising agencies throughout a product's lifecycle. From pre-launch to decline, find out what you can do to ensure you're getting the best support and price.
Presentation provided as part of 3-day Entrepreneurship Program for MBA graduates of Manipur Institute of Management Studies, Manipur University (India) during Oct 27-29th, 2010.
Every day retailers are faced with new challenges in connecting with the consumer. This discussion explores how standards can help in implementing new ideas based on the ever changing consumer quickly and efficiently.
Kiên tâm qua khủng hoảng - Chiến đấu và chiến thắng COVID-19Chuong Nguyen
Kiên tâm qua khủng hoảng
Chiến đấu và chiến thắng COVID-19
Deloitte
“Kiên tâm qua khủng hoảng” là ấn phẩm mới nhất
được biên soạn bởi CEO Deloitte toàn cầu, ông
Punit Renjen, xoay quanh chủ đề nóng hiện nay
khi đại dịch Covid-19 đang diễn biến phức tạp và
khó lường, tác động đến mọi mặt của đời sống
cũng như gây ra những ảnh hưởng nhất định với
doanh nghiệp trên toàn cầu.
“Kiên tâm qua Khủng hoảng” là bản tin nhanh
cung cấp cho các nhà lãnh đạo doanh nghiệp về
những bài học lịch sử có thể áp dụng ngay từ bây
giờ mà Deloitte đã tổng hợp tại những khu vực bị
ảnh hưởng bởi Covid-19 trên khắp thế giới; đồng
thời cung cấp những hiểu biết thực tế cho các
CEO và đội ngũ lãnh đạo các doanh nghiệp trong
việc đưa ra các giải pháp phù hợp cho hoạt động
kinh doanh của doanh nghiệp.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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.
Embracing GenAI - A Strategic ImperativePeter 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.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
4. Core Competency, Strategy and Business Level Strategy Strategy Business Level Strategy Core Competency An integrated & coordinated set of actions taken to exploit core competencies & gain a competitive advantage. Actions taken to provide customers value and gain a competitive advantage by exploiting core competencies in specific, individual product markets. The resources and capabilities that are determined to be a source of competitive advantage for a firm over its rivals.
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7. Basis for Customer Segmentation 1. Demographic factors (age, income, gender, etc.) 2. Socioeconomic factors (social class, stage in the family life cycle) 3. Geographic factors (culture, region or country differences) 4. Psychological factors (lifestyle, personality traits) Consumer Markets 5. Consumption patterns (heavy, moderate, and light users) 6. Perceptual factors (benefit segmentation, perceptual mapping) 7. Brand loyalty patterns
8. Basis for Customer Segmentation 1. End use segments (identified by NAIC code) 2. Product segments (based on technological differences or production economics) 3. Geographic segments (defined by boundaries between countries or by regional differences within them) Industrial Markets 4. Common buying factor segments (cut across product/market and geographic segments) 5. Customer size segments
9. Generic Business Level Strategies Focused Differentiation Cost Leadership Differen-tiation Focused Cost Leadership Breadth of Competitive Scope Broad Target Market Narrow Target Market Source of Competitive Advantage Cost Uniqueness
10. Generic Business Level Strategies Cost Leadership Breadth of Competitive Scope Broad Target Market Narrow Target Market Source of Competitive Advantage Cost Uniqueness
11. Value Creating Activities Common to a Cost Leadership Business Level Strategy Primary Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN Support Activities
12. Value Creating Activities common to a Cost Leadership Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN Cost Effective MIS Systems Relatively Few Management Layers to Reduce Overhead Simplified Planning Practices to Reduce Planning Costs Consistent Pol. to Reduce Turnover Costs Effective Training Programs to Improve Worker Efficiency and Effectiveness Highly Efficient Systems to Link Suppliers’ Prod-ucts with the Firm’s Produc-tion Processes Timing of Asset Purchases Efficient Plant Scale to Minim- ize Manufactur- ing Costs Selection of Low Cost Transport Carriers Delivery Schedule that Reduces Costs National Scale Advertising Products Priced to Generate Sales Volume Small, Highly Trained Sales Force Effective Product Installations to Reduce Frequency and Severity of Recalls Easy-to-Use Manufacturing Technologies Investments in Technology in order to Reduce Costs Associated with Manufacturing Processes Systems and Procedures to find the Lowest Cost Products to Purchase Raw Materials Frequent Evaluation Processes to Monitor Suppliers’ Performances Located in Close Proximity with Suppliers Policy Choice of Plant Tech. Organizational Learning Efficient Order Sizes Interrelationships with Sister Units Support Activities Procurement Inbound Logistics Operations Inbound Logistics Inbound Logistics Highly efficient systems to link suppliers’ prod.s with the firm’s production processes Primary Activities
13. Value Creating Activities common to a Cost Leadership Business Level Strategy Support Activities Technological Development Human Resource Management Inbound Logistics MARGIN MARGIN Cost Effective MIS Systems Consistent Policies to Reduce Turnover Costs Highly Efficient Systems to Link Suppliers’ Prod-ucts with the Firm’s Produc-tion Processes Effective Product Installations to Reduce Frequency and Severity of Recalls Easy-to-Use Manufacturing Technologies Systems and Procedures to find the Lowest Cost Products to Purchase Raw Materials Located in Close Proximity with Suppliers Support Activities Procurement Inbound Logistics Operations Outbound Logistics Service Relatively Few Management Layers to Reduce Overhead Simplified Planning Practices to Reduce Planning Costs Effective Training Programs to Improve Worker Efficiency and Effectiveness Timing of Asset Purchases Efficient Plant Scale to Minimize Manufacturing Costs Selection of Low Cost Transport Carriers Delivery Schedule that Reduces Costs National Scale Advertising Products Priced to Generate Sales Volume Small, Highly Trained Sales Force Investments in Technology in order to Reduce Costs Associated with Manufacturing Processes Frequent Evaluation Processes to Monitor Suppliers’ Performances Policy Choice of Plant Technology Organizational Learning Efficient Order Sizes Operations Operations Economies of scale to reduce production costs Construction of efficient-scale production facilities Primary Activities
14. Value Creating Activities common to a Cost Leadership Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN Cost Effective MIS Systems Relatively Few Management Layers to Reduce Overhead Simplified Planning Practices to Reduce Planning Costs Consistent Policies to Reduce Turnover Costs Effective Training Programs to Improve Worker Efficiency and Effectiveness Highly Efficient Systems to Link Suppliers’ Prod-ucts with the Firm’s Produc-tion Processes Timing of Asset Purchases Efficient Plant Scale to Minim- ize Manufactur- ing Costs Selection of Low Cost Transport Carriers Delivery Schedule that Reduces Costs National Scale Advertising Products Priced to Generate Sales Volume Small, Highly Trained Sales Force Effective Product Installations to Reduce Frequency and Severity of Recalls Easy-to-Use Manufacturing Technologies Investments in Technology in order to Reduce Costs Associated with Manufacturing Processes Systems and Procedures to find the Lowest Cost Products to Purchase Raw Materials Frequent Evaluation Processes to Monitor Suppliers’ Performances Located in Close Proximity with Suppliers Policy Choice of Plant Tech. Organizational Learning Efficient Order Sizes Interrelationships with Sister Units Support Activities Outbound Logistics Service Selection of Low Cost Transport Carriers Delivery Schedule that Reduces Costs National Scale Advertising Products Priced to Generate Sales Volume Small, Highly Trained Sales Force Effective Product Installations to Reduce Frequency and Severity of Recalls Frequent Evaluation Processes to Monitor Suppliers’ Performances Efficient Order Sizes Interrelationships with Sister Units Outbound Logistics Outbound Logistics Selection of low cost transport carriers Delivery schedule that reduces costs Efficient order sizes Primary Activities
15. Value Creating Activities common to a Cost Leadership Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN Cost Effective MIS Systems Relatively Few Management Layers to Reduce Overhead Simplified Planning Practices to Reduce Planning Costs Consistent Pol. to Reduce Turnover Costs Effective Training Programs to Improve Worker Efficiency and Effectiveness Highly Efficient Systems to Link Suppliers’ Prod-ucts with the Firm’s Produc-tion Processes Timing of Asset Purchases Efficient Plant Scale to Minim- ize Manufactur- ing Costs Selection of Low Cost Transport Carriers Delivery Schedule that Reduces Costs National Scale Advertising Products Priced to Generate Sales Volume Small, Highly Trained Sales Force Effective Product Installations to Reduce Frequency and Severity of Recalls Easy-to-Use Manufacturing Technologies Investments in Technology in order to Reduce Costs Associated with Manufacturing Processes Systems and Procedures to find the Lowest Cost Products to Purchase Raw Materials Frequent Evaluation Processes to Monitor Suppliers’ Performances Located in Close Proximity with Suppliers Policy Choice of Plant Tech. Organizational Learning Efficient Order Sizes Interrelationships with Sister Units Support Activities Service Marketing & Sales Products priced to generate sales volume Small, highly trained sales force Marketing & Sales Primary Activities
16. Value Creating Activities common to a Cost Leadership Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN Cost Effective MIS Systems Relatively Few Management Layers to Reduce Overhead Simplified Planning Practices to Reduce Planning Costs Consistent Pol. to Reduce Turnover Costs Effective Training Programs to Improve Worker Efficiency and Effectiveness Highly Efficient Systems to Link Suppliers’ Prod-ucts with the Firm’s Produc-tion Processes Timing of Asset Purchases Efficient Plant Scale to Minim- ize Manufactur- ing Costs Selection of Low Cost Transport Carriers Delivery Schedule that Reduces Costs National Scale Advertising Products Priced to Generate Sales Volume Small, Highly Trained Sales Force Effective Product Installations to Reduce Frequency and Severity of Recalls Easy-to-Use Manufacturing Technologies Investments in Technology in order to Reduce Costs Associated with Manufacturing Processes Systems and Procedures to find the Lowest Cost Products to Purchase Raw Materials Frequent Evaluation Processes to Monitor Suppliers’ Performances Located in Close Proximity with Suppliers Policy Choice of Plant Tech. Organizational Learning Efficient Order Sizes Interrelationships with Sister Units Support Activities Service Service Effective product installations to reduce recalls Service Primary Activities
17. Value Creating Activities common to a Cost Leadership Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN Cost Effective MIS Systems Relatively Few Management Layers to Reduce Overhead Simplified Planning Practices to Reduce Planning Costs Consistent Pol. to Reduce Turnover Costs Effective Training Programs to Improve Worker Efficiency and Effectiveness Highly Efficient Systems to Link Suppliers’ Prod-ucts with the Firm’s Produc-tion Processes Timing of Asset Purchases Efficient Plant Scale to Minim- ize Manufactur- ing Costs Selection of Low Cost Transport Carriers Delivery Schedule that Reduces Costs National Scale Advertising Products Priced to Generate Sales Volume Small, Highly Trained Sales Force Effective Product Installations to Reduce Frequency and Severity of Recalls Easy-to-Use Manufacturing Technologies Investments in Technology in order to Reduce Costs Associated with Manufacturing Processes Systems and Procedures to find the Lowest Cost Products to Purchase Raw Materials Frequent Evaluation Processes to Monitor Suppliers’ Performances Located in Close Proximity with Suppliers Policy Choice of Plant Tech. Organizational Learning Efficient Order Sizes Interrelationships with Sister Units Support Activities Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service Procurement Systems and procedures to find the lowest cost products to purchase raw materials Frequent evaluation processes to monitor suppliers’ performances Procurement Primary Activities
18. Value Creating Activities common to a Cost Leadership Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN Cost Effective MIS Systems Relatively Few Management Layers to Reduce Overhead Simplified Planning Practices to Reduce Planning Costs Consistent Pol. to Reduce Turnover Costs Effective Training Programs to Improve Worker Efficiency and Effectiveness Highly Efficient Systems to Link Suppliers’ Prod-ucts with the Firm’s Produc-tion Processes Timing of Asset Purchases Efficient Plant Scale to Minim- ize Manufactur- ing Costs Selection of Low Cost Transport Carriers Delivery Schedule that Reduces Costs National Scale Advertising Products Priced to Generate Sales Volume Small, Highly Trained Sales Force Effective Product Installations to Reduce Frequency and Severity of Recalls Easy-to-Use Manufacturing Technologies Investments in Technology in order to Reduce Costs Associated with Manufacturing Processes Systems and Procedures to find the Lowest Cost Products to Purchase Raw Materials Frequent Evaluation Processes to Monitor Suppliers’ Performances Located in Close Proximity with Suppliers Policy Choice of Plant Tech. Organizational Learning Efficient Order Sizes Interrelationships with Sister Units Support Activities Technological Development Procurement Service Technological Development Technological Development Easy-to-Use manufacturing technologies Investments in technology in order to reduce costs associated with manufacturing processes Primary Activities
19. Value Creating Activities common to a Cost Leadership Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN Cost Effective MIS Systems Relatively Few Management Layers to Reduce Overhead Simplified Planning Practices to Reduce Planning Costs Consistent Pol. to Reduce Turnover Costs Effective Training Programs to Improve Worker Efficiency and Effectiveness Highly Efficient Systems to Link Suppliers’ Prod-ucts with the Firm’s Produc-tion Processes Timing of Asset Purchases Efficient Plant Scale to Minim- ize Manufactur- ing Costs Selection of Low Cost Transport Carriers Delivery Schedule that Reduces Costs National Scale Advertising Products Priced to Generate Sales Volume Small, Highly Trained Sales Force Effective Product Installations to Reduce Frequency and Severity of Recalls Easy-to-Use Manufacturing Technologies Investments in Technology in order to Reduce Costs Associated with Manufacturing Processes Systems and Procedures to find the Lowest Cost Products to Purchase Raw Materials Frequent Evaluation Processes to Monitor Suppliers’ Performances Located in Close Proximity with Suppliers Policy Choice of Plant Tech. Organizational Learning Efficient Order Sizes Interrelationships with Sister Units Support Activities Support Activities Technological Development Human Resource Management Procurement Human Resource Management Human Resource Management Consistent policies to reduce turnover costs Intense & effective training programs to improve worker efficiency and effectiveness Primary Activities
20. Value Creating Activities common to a Cost Leadership Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN Cost Effective MIS Systems Relatively Few Management Layers to Reduce Overhead Simplified Planning Practices to Reduce Planning Costs Consistent Pol. to Reduce Turnover Costs Effective Training Programs to Improve Worker Efficiency and Effectiveness Highly Efficient Systems to Link Suppliers’ Prod-ucts with the Firm’s Produc-tion Processes Timing of Asset Purchases Efficient Plant Scale to Minim- ize Manufactur- ing Costs Selection of Low Cost Transport Carriers Delivery Schedule that Reduces Costs National Scale Advertising Products Priced to Generate Sales Volume Small, Highly Trained Sales Force Effective Product Installations to Reduce Frequency and Severity of Recalls Easy-to-Use Manufacturing Technologies Investments in Technology in order to Reduce Costs Associated with Manufacturing Processes Systems and Procedures to find the Lowest Cost Products to Purchase Raw Materials Frequent Evaluation Processes to Monitor Suppliers’ Performances Located in Close Proximity with Suppliers Policy Choice of Plant Tech. Organizational Learning Efficient Order Sizes Interrelationships with Sister Units Support Activities Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Firm Infrastructure Firm Infrastructure Cost effective MIS systems Simplified planning policies to reduce planning costs Relatively few managerial layers to reduce overhead costs Primary Activities
21. How to Obtain a Cost Advantage 1 Determine and Control Cost Drivers New distribution channel New advertising media Direct sales in place of indirect sales Alter production process Change in automation New raw material Forward integration Backward integration Alter location relative to suppliers or buyers 2 Reconfigure the as needed Value Chain
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25. Cost Leadership & the 5 Forces of Competition Well positioned relative to substitutes because: Threat of Substitute Products Threat of Substitute Products Bargaining Power of Buyers Threat of New Entrants Bargaining Power of Suppliers Rivalry Among Competing Firms Five Forces of Competition Buy patents developed by potential substitutes Lower prices to maintain value position Make investments to create substitutes first
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27. Major Risks of Cost Leadership Business Level Strategy Dramatic technological change could take away your cost advantage. Competitors may learn how to imitate Value Chain. Focus on efficiency could cause Cost Leader to overlook changes in customer preferences.
28. Generic Business Level Strategies Cost Leadership Differen-tiation Breadth of Competitive Scope Broad Target Market Narrow Target Market Source of Competitive Advantage Cost Uniqueness
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31. Value Creating Activities common to a Differentiation Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN A companywide emph-asiis on producing high quality products Highly Developed Information Systems to better understand customers’ purchasing preferences Compensation programs intended to encourage worker creativity & prod. Extensive use of subjective rather than objective performance measures Rapid responses to customers unique manufacturing specifications Consistent manufacturing of attractive products Accurate and responsive order processing procedures Complete field stocking of replacement parts Strong capability in basic research Investments in tech. that will allow the firm to consistently produce highly differentiated products Systems and procedures used to find the highest quality raw materials Purchase of highest quality replacement parts Rapid and timely product deliveries to customers Superior personnel training Coordination among R&D, product development and marketing Extensive personal relationships with buyers Strong Coordin-ation among functions in R&D, Marketing and Product Development Premium Pricing Inbound Logistics Superior handling of incoming raw materials to minimize damage and improve the quality of the final product Inbound Logistics Support Activities Primary Activities
32. Value Creating Activities common to a Differentiation Business Level Strategy Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN Highly Developed Information Systems to better understand customers’ purchasing preferences Compensation programs intended to encourage worker creativity & prod. Superior handling of incoming raw materials to minimize damage and improve the quality of the final product Rapid responses to customers unique manufacturing specifications Consistent manufacturing of attractive products Accurate and responsive order processing procedures Complete field stocking of replacement parts Strong capability in basic research Systems and procedures used to find the highest quality raw materials Rapid and timely product deliveries to customers Coordination among R&D, product development and marketing Extensive personal relationships with buyers Strong Coordin-ation among functions in R&D, Marketing and Product Development Premium Pricing Operations Operations Consistent manufacturing of attractive products Rapid responses to customers unique manufacturing specifications Support Activities Primary Activities
33. Value Creating Activities common to a Differentiation Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN A companywide emph-asiis on producing high quality products Highly Developed Information Systems to better understand customers’ purchasing preferences Compensation programs intended to encourage worker creativity & prod. Extensive use of subjective rather than objective performance measures Superior handling of incoming raw materials to minimize damage and improve the quality of the final product Rapid responses to customers unique manufacturing specifications Consistent manufacturing of attractive products Accurate and responsive order processing procedures Complete field stocking of replacement parts Strong capability in basic research Investments in tech. that will allow the firm to consistently produce highly differentiated products Systems and procedures used to find the highest quality raw materials Purchase of highest quality replacement parts Rapid and timely product deliveries to customers Superior personnel training Coordination among R&D, product development and marketing Extensive personal relationships with buyers Strong Coordin-ation among functions in R&D, Marketing and Product Development Premium Pricing Outbound Logistics Outbound Logistics Accurate and responsive order processing procedures Rapid and timely product deliveries to customers Support Activities Primary Activities
34. Value Creating Activities common to a Differentiation Business Level Strategy Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN A companywide emph-asiis on producing high quality products Highly Developed Information Systems to better understand customers’ purchasing preferences Compensation programs intended to encourage worker creativity & prod. Extensive use of subjective rather than objective performance measures Superior handling of incoming raw materials to minimize damage and improve the quality of the final product Rapid responses to customers unique manufacturing specifications Consistent manufacturing of attractive products Accurate and responsive order processing procedures Complete field stocking of replacement parts Strong capability in basic research Investments in tech. that will allow the firm to consistently produce highly differentiated products Systems and procedures used to find the highest quality raw materials Purchase of highest quality replacement parts Rapid and timely product deliveries to customers Superior personnel training Coordination among R&D, product development and marketing Extensive personal relationships with buyers Strong Coordin-ation among functions in R&D, Marketing and Product Development Premium Pricing Marketing & Sales Marketing & Sales Extensive personal relationships with buyers Strong coordination among functions in R&D, marketing & product development Premium pricing Support Activities Primary Activities
35. Value Creating Activities common to a Differentiation Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN A companywide emph-asiis on producing high quality products Highly Developed Information Systems to better understand customers’ purchasing preferences Compensation programs intended to encourage worker creativity & prod. Extensive use of subjective rather than objective performance measures Superior handling of incoming raw materials to minimize damage and improve the quality of the final product Rapid responses to customers unique manufacturing specifications Consistent manufacturing of attractive products Accurate and responsive order processing procedures Complete field stocking of replacement parts Strong capability in basic research Investments in tech. that will allow the firm to consistently produce highly differentiated products Purchase of highest quality replacement parts Rapid and timely product deliveries to customers Superior personnel training Coordination among R&D, product development and marketing Extensive personal relationships with buyers Strong Coordin-ation among functions in R&D, Marketing and Product Development Premium Pricing Service Service Complete field stocking of replacement parts Systems and procedures used to find the highest quality raw materials Support Activities Primary Activities
36. Value Creating Activities common to a Differentiation Business Level Strategy Support Activities Primary Activities Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN A companywide emph-asiis on producing high quality products Highly Developed Information Systems to better understand customers’ purchasing preferences Compensation programs intended to encourage worker creativity & prod. Extensive use of subjective rather than objective performance measures Superior handling of incoming raw materials to minimize damage and improve the quality of the final product Rapid responses to customers unique manufacturing specifications Consistent manufacturing of attractive products Accurate and responsive order processing procedures Complete field stocking of replacement parts Strong capability in basic research Investments in tech. that will allow the firm to consistently produce highly differentiated products Systems and procedures used to find the highest quality raw materials Purchase of highest quality replacement parts Rapid and timely product deliveries to customers Superior personnel training Coordination among R&D, product development and marketing Extensive personal relationships with buyers Strong Coordin-ation among functions in R&D, Marketing and Product Development Premium Pricing Procurement Procurement Located in Close Proximity with Suppliers Systems & procedures used to find the highest quality raw materials Purchase of highest quality replacement parts
37. Value Creating Activities common to a Differentiation Business Level Strategy Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN A companywide emphasis on producing high quality products Highly Developed Information Systems to better understand customers’ purchasing preferences Compensation programs intended to encourage worker creativity & prod. Extensive use of subjective rather than objective performance measures Superior handling of incoming raw materials to minimize damage and improve the quality of the final product Rapid responses to customers unique manufacturing specifications Consistent manufacturing of attractive products Accurate and responsive order processing procedures Complete field stocking of replacement parts Strong capability in basic research Investments in tech. that will allow the firm to consistently produce highly differentiated products Systems and procedures used to find the highest quality raw materials Purchase of highest quality replacement parts Rapid and timely product deliveries to customers Superior personnel training Coordination among R&D, product development and marketing Extensive personal relationships with buyers Strong Coordin-ation among functions in R&D, Marketing and Product Development Premium Pricing Technological Development Technological Development Strong capability in basic research Investments in technol-ogies to produce highly differentiated products Coordination among R&D, marketing and product development Support Activities Primary Activities
38. Value Creating Activities common to a Differentiation Business Level Strategy Support Activities Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN A companywide emph-asiis on producing high quality products Highly Developed Information Systems to better understand customers’ purchasing preferences Compensation programs intended to encourage worker creativity & prod. Extensive use of subjective rather than objective performance measures Superior handling of incoming raw materials to minimize damage and improve the quality of the final product Rapid responses to customers unique manufacturing specifications Consistent manufacturing of attractive products Accurate and responsive order processing procedures Complete field stocking of replacement parts Strong capability in basic research Investments in tech. that will allow the firm to consistently produce highly differentiated products Systems and procedures used to find the highest quality raw materials Purchase of highest quality replacement parts Rapid and timely product deliveries to customers Superior personnel training Coordination among R&D, product development and marketing Extensive personal relationships with buyers Strong Coordin-ation among functions in R&D, Marketing and Product Development Premium Pricing Support Activities Human Resource Management Compensation programs which encourage worker creativity & productivity Extensive use of subjective perform-ance measures Superior personnel training Primary Activities Human Resource Management
39. Value Creating Activities common to a Differentiation Business Level Strategy Support Activities Support Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing & Sales Service MARGIN MARGIN A companywide emph-asiis on producing high quality products Highly Developed Information Systems to better understand customers’ purchasing preferences Compensation programs intended to encourage worker creativity & prod. Extensive use of subjective rather than objective performance measures Superior handling of incoming raw materials to minimize damage and improve the quality of the final product Rapid responses to customers unique manufacturing specifications Consistent manufacturing of attractive products Accurate and responsive order processing procedures Complete field stocking of replacement parts Strong capability in basic research Investments in tech. that will allow the firm to consistently produce highly differentiated products Systems and procedures used to find the highest quality raw materials Purchase of highest quality replacement parts Rapid and timely product deliveries to customers Superior personnel training Coordination among R&D, product development and marketing Extensive personal relationships with buyers Strong Coordin-ation among functions in R&D, Marketing and Product Development Premium Pricing Support Activities Firm Infrastructure Firm Infrastructure A company-wide emphasis on producing high quality products Highly developed info. systems to better understand customers’ purchasing preferences Primary Activities
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45. Major Risks of a Differentiation Business Level Strategy Customers may decide that the differentiation between the differentiator’s product and the cost leaders price is too large. A firm’s means of differentiation may cease to provide value for which customers are willing to pay. The means of uniqueness may no longer be valued by customers.
49. Focused Business Level Strategies - Purdy’s Chocolates High quality chocolates Minimize R&D costs by copying innovators * Differentiated features with low cost products * Focused Business Level Strategies involve the same basic approach as Broad Market Strategies. - Ikea Good design & function at low prices
50. Focused Business Level Strategies an * Focused Differentiators may thrive by selecting a small market that is underserved by large players. * Focused Business Level Strategies involve the same basic approach as Broad Market Strategies.
51. Major Risks Involved With a Focused Differentiation Business Level Strategy Firm may be “out focused” by competitors. Large competitor may set its sights on your niche market. Preferences of niche market may change to match those of broad market.
55. Integrated Low Cost/Differentiation Recognize that the Integrated Low Cost/ Differentiation business level strategy involves a Compromise. The risk is that the firm may become “Stuck in the Middle” lacking a strong commitment to or expertise with either type of generic strategy.