This document discusses strategic analysis and choices for organizations. It covers three key areas:
1. The third stage of strategic diagnosis is analyzing an organization's expectations and intentions, and how stakeholders influence strategic goals. Objectives are determined by interests of stakeholders, ethics, and cultural context.
2. There are two main strategic options - focusing on market share/volume or differentiation/niche. Porter's three generic strategies are cost leadership, differentiation, and focus. Cost leadership relies on low costs while differentiation relies on unique product perception.
3. Successful strategies require identifying competitive advantages through a firm's value chain and resources. Differentiation must be clearly perceptible by customers while low-cost strategies require large market share for profits.
The document discusses strategies for companies to achieve growth in challenging economic times through cost competitiveness. It outlines that companies need to focus on pricing, costs, cash, and capital to drive growth. Top performing companies strategically increase prices above inflation, take a holistic view of costs across the organization and supply chain, optimize working capital across the entire value chain including suppliers, and prioritize existing cash reserves to finance growth.
The document discusses different business-level strategies including cost leadership strategy, differentiation strategy, focused strategies, and integrated cost leadership/differentiation strategy. It explains that core competencies provide competitive advantage and strategies must exploit these to satisfy customer needs. Cost leadership is achieved through low cost production while differentiation provides unique value. The strategies can be used to address threats from competition and suppliers/buyers.
Managing a sales force in recessionary conditions requires a radically different approach, and companies that fail, either react incorrectly, or too late.
The document discusses various marketing concepts and frameworks including:
1. The marketing mix (7Ps) which are the key areas companies use to bring their product or service to market including product, price, place, promotion, people, physical evidence, and process.
2. The stages of strategic marketing management which includes analysis, planning, implementation, and evaluation.
3. A marketing audit framework which involves 5 stages from defining the scope to developing an implementation program.
4. SWOT analysis and TOWS matrix tools for assessing internal strengths/weaknesses and external opportunities/threats to develop strategic options.
This is the ToC of KAM course that I deliver. KAM is a solid concept that has been around for sometime, however Middle East companies did not realize its importance as such. I have the pleasure to run it multiple times for large organizations in the region.
Check out the detailed outline and book yourself in any of the coming courses at LEORON www.leoron.com
The document discusses various marketing strategies and frameworks. It begins by discussing customer orientation, competitor orientation, and the marketing mix (7Ps). It then provides descriptions of a marketing audit process in 5 stages, a SWOT analysis framework involving internal/external factors, and a TOWS matrix that combines SWOT with strategic options. Other topics covered include capabilities analysis, Davidson's model of asset and competency-based marketing, and a sample SWOT/TOWS analysis for Daimler-Benz in 1990.
This document provides summaries of several common strategic planning models:
- SWOT analysis evaluates internal strengths and weaknesses and external opportunities and threats. Insights can be summarized in a SWOT.
- McKinsey 7-S model analyzes seven internal elements: strategy, structure, systems, shared values, style, staff, and skills. Insights become SWOT factors.
- Porter's 5 Forces analyzes competitive forces. Insights become SWOT opportunities and threats.
- PEST analysis evaluates political, economic, social, and technological trends. Insights become SWOT opportunities and threats.
- Other models covered include the business model canvas, target operating model, activity system, customer segmentation, strategy canvas,
The document summarizes different types of functional strategies that support corporate and business unit objectives. It discusses marketing, research and development, human resource management, financial, and information management strategies. The strategies focus on maximizing productivity of resources within each functional area to provide competitive advantages.
The document discusses strategies for companies to achieve growth in challenging economic times through cost competitiveness. It outlines that companies need to focus on pricing, costs, cash, and capital to drive growth. Top performing companies strategically increase prices above inflation, take a holistic view of costs across the organization and supply chain, optimize working capital across the entire value chain including suppliers, and prioritize existing cash reserves to finance growth.
The document discusses different business-level strategies including cost leadership strategy, differentiation strategy, focused strategies, and integrated cost leadership/differentiation strategy. It explains that core competencies provide competitive advantage and strategies must exploit these to satisfy customer needs. Cost leadership is achieved through low cost production while differentiation provides unique value. The strategies can be used to address threats from competition and suppliers/buyers.
Managing a sales force in recessionary conditions requires a radically different approach, and companies that fail, either react incorrectly, or too late.
The document discusses various marketing concepts and frameworks including:
1. The marketing mix (7Ps) which are the key areas companies use to bring their product or service to market including product, price, place, promotion, people, physical evidence, and process.
2. The stages of strategic marketing management which includes analysis, planning, implementation, and evaluation.
3. A marketing audit framework which involves 5 stages from defining the scope to developing an implementation program.
4. SWOT analysis and TOWS matrix tools for assessing internal strengths/weaknesses and external opportunities/threats to develop strategic options.
This is the ToC of KAM course that I deliver. KAM is a solid concept that has been around for sometime, however Middle East companies did not realize its importance as such. I have the pleasure to run it multiple times for large organizations in the region.
Check out the detailed outline and book yourself in any of the coming courses at LEORON www.leoron.com
The document discusses various marketing strategies and frameworks. It begins by discussing customer orientation, competitor orientation, and the marketing mix (7Ps). It then provides descriptions of a marketing audit process in 5 stages, a SWOT analysis framework involving internal/external factors, and a TOWS matrix that combines SWOT with strategic options. Other topics covered include capabilities analysis, Davidson's model of asset and competency-based marketing, and a sample SWOT/TOWS analysis for Daimler-Benz in 1990.
This document provides summaries of several common strategic planning models:
- SWOT analysis evaluates internal strengths and weaknesses and external opportunities and threats. Insights can be summarized in a SWOT.
- McKinsey 7-S model analyzes seven internal elements: strategy, structure, systems, shared values, style, staff, and skills. Insights become SWOT factors.
- Porter's 5 Forces analyzes competitive forces. Insights become SWOT opportunities and threats.
- PEST analysis evaluates political, economic, social, and technological trends. Insights become SWOT opportunities and threats.
- Other models covered include the business model canvas, target operating model, activity system, customer segmentation, strategy canvas,
The document summarizes different types of functional strategies that support corporate and business unit objectives. It discusses marketing, research and development, human resource management, financial, and information management strategies. The strategies focus on maximizing productivity of resources within each functional area to provide competitive advantages.
The document provides an overview of key concepts for business planning and entrepreneurship including critical success factors, Porter's five forces model, competitive advantage, generic strategies, value chain analysis, and measures of success. It also profiles several leading Indian entrepreneurs such as John Bissell of Fabindia, Vishal Talreja of Dream a Dream, and Narendra Mukumbi who was named Entrepreneur of the Year. The document compares the prior and contemporary business environments and their differences in areas like manufacturing, marketing, and management organizations.
This document provides an overview of key concepts in strategic management including definitions of strategic planning, management control, and operational control. It also discusses mission and vision statements, goal setting, gap analysis, strategic choice, and performance measurement. Multinational strategies and issues are briefly covered along with benchmarking, the product lifecycle, and sources of risk and uncertainty.
Levels of strategy exist at the corporate, SBU, and functional levels. Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. It is the dynamic process of realizing organizational strategic intent through strategies that are formulated, implemented, and controlled.
The strategic management process has four phases - establishing strategic intent, formulating strategies, implementing strategies, and evaluating strategies. Porter's five forces model analyzes industry competition and includes factors like rivalry, potential entrants, substitutes, suppliers, and buyers. Benchmarking identifies best practices from other organizations to improve performance. The triple bottom line expands performance measurement to include social and environmental impacts, not just financial measures.
OpenSymmetry WorldatWork 2013 Conference Workshop - Sales Compensation Best P...OpenSymmetry
OpenSymmetry hosted a 3-hour pre-conference workshop during the 2013 WorldatWork Spotlight on Sales Compensation conference. The presentation was delivered on September 9th, 2013.
This document discusses international management strategies for multinational companies (MNCs). It covers generic competitive strategies like low cost leadership and differentiation. It also discusses competitive advantage through distinctive competencies and a company's value chain. Both offensive and defensive strategies are explained as well as related and unrelated diversification approaches. The effects of globalization and national context on convergence and divergence of management strategies are also summarized. Key topics include industry analysis, identifying success factors, and adapting traditional strategic formulation to MNCs.
This document discusses strategic planning and the marketing process. It defines strategic planning as developing a strategic fit between an organization's goals and capabilities and its changing marketing opportunities. The key aspects of strategic planning covered include:
- Setting mission statements, objectives, and goals
- Designing the business portfolio
- Planning marketing and other functional strategies
- Implementing strategies through the marketing mix of product, price, place, and promotion
- Monitoring and controlling marketing efforts
The document uses examples like McDonald's, Heinz, and Coca-Cola to illustrate concepts like segmentation, targeting, positioning, and the marketing mix. It emphasizes developing customer-driven strategies and partnering across departments and the value chain to create and deliver
The document discusses several key topics related to business planning and entrepreneurship including Michael Porter's five forces model, generic strategies for competitive advantage like cost leadership and differentiation, strategic positioning, critical success factors for different industries, and comparisons of prior and contemporary business environments. It also profiles several social entrepreneurs and women entrepreneurs who have made impacts and introduces concepts like social venture capital.
This document introduces the Delta Model, a customer-centric approach to business strategy developed by MIT. The Delta Model advocates shifting focus from products to customers by innovatively restructuring customer relationships, creatively segmenting customers, and delivering a value proposition that places the customer at the center. The document discusses how the Delta Model can help companies identify new sources of profitability, develop new strategic approaches, establish new organizational directions, and implement an enhanced strategic agenda. It also discusses how the Delta Model's approach to customer positioning, segmentation, and value propositions can help small- and medium-sized enterprises compete effectively.
This document provides an introduction to strategic management. It discusses that strategy answers where and how an organization should compete over the long term. Strategic management consists of strategic analysis, strategy formulation, and strategy implementation and control. Strategic analysis involves assessing the organization's vision, mission, external opportunities/threats, and internal strengths/weaknesses. Strategy formulation determines business, corporate, and international strategies. Strategy implementation and control transforms intended strategies into realized strategies through governance, structure, controls, and leadership. Benefits of strategic management include improved financial and non-financial performance.
Strategy Development
Week 3
Objectives Week 3Develop strategic objectives.
Create organizational objectives and goals.
Articulate value proposition, key activities, resources, and channels to market.
Quote……
“Successful business strategy is about actively shaping the game you play, not just playing the game you find.”
Adam M. Brandenburger and Barry J. Nalebuff
Quote……
“The essence of strategy lies in creating tomorrow’s competitive advantage faster than competitors mimic the ones you posses today”
Gary Hamel and C.K. Prahalad
Quote……
“Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value”.
—Michael E. Porter
Quote……
“Winners in business play rough and don’t apologize for it. The nicest part of playing hardball is watching your competitors squirm”
—George Stalk, Jr., and Rob Lachenauer”
Long-Term ObjectivesStrategic managers recognize that short-run profit maximization is rarely the best approach to achieving sustained corporate growth and profitability.Strategic decision makers confronts:
Should they eat the seeds to improve the near-term profit picture and make large dividend payments through cost-saving measures such as laying off workers during periods of slack demand, selling off inventories, or cutting back on research and development?
Or should they sow the seeds in the effort to reap long-term rewards by reinvesting profits in growth opportunities, committing resources to employee training, or increasing advertising expenditures?
Long-Term ObjectivesTo achieve long-term prosperity, strategic planners commonly establish long-term objectives in seven areas: Profitability Competitive PositionEmployee RelationsTechnological Leadership Productivity – In-OutEmployee DevelopmentPublic Responsibility
Qualities of Long-Term ObjectivesWhat distinguishes a good objective from a bad one? What qualities of an objective improve its chances of being attained?There are five criteria that should be used in preparing long-term objectives:
Flexible
Measurable
Motivating
Suitable
Understandable
The Balanced ScorecardThe balanced scorecard is a set of measures that are directly linked to the company’s strategy
Developed by Robert S. Kaplan and David P. Norton, it directs a company to link its own long-term strategy with tangible goals and actions.
The scorecard allows managers to evaluate the company from four perspectives:
financial performance
customer knowledge
internal business processes
learning and growth
The Balance Scorecard
The Balance Scorecard
The Balance ScorecardPerspectiveObjectiveKPIGoal for 2014FinanceBecome industry Cost Leader% Reduction in Cost per Unit20%Utilization of AssetsUtilization Rate7%Increase Market ShareMarket Share30%CustomerCustomer Retention% Retention 75%On Time Delivery% of On Time Delivery90%Zero Defects% of Good Quality.
Strategic Management Accounting for Business and Career SuccessKen Witt
Identifies the skills and competencies that accountants need in order to contribute to the strategic success of their employer in a complex, global business environment.
The document discusses topics related to international business group presentations including external and internal environment assessments, strategy implementation, and goal setting. It provides details on assessing the external environment through gathering industry information and competitive intelligence. The internal environment assessment examines physical resources, personnel competencies, and how value chain analysis can optimize these. The document also outlines strategy types, implementing strategies through considerations of location, ownership decisions, and functional areas.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/consolidation-endgame-curve-framework-201
The Consolidation Curve, or Endgame Curve, is a
framework based on the theory that all industries
consolidate and follow a similar course through the 4
stages of: Opening, Scale, Focus, and Balance &
Alliance. This framework is based on a study of
25,000 firms globally, representing 98% of the global
market cap, conducted by the strategy consulting firm AT Kearney. The Consolidation Curve shows that
merger actions and consolidation trends can be
predicted.
Using the Consolidation Curve as guidance, a business can strengthen its consolidation strategies and facilitate merger integrations. A niche player can also determine the appropriate niche strategy to use and when is the best time to be acquired.
Every major strategic and operational move should be evaluated with regard to the industry?s stage in the Consolidation Curve. Likewise, endgames positioning also offers a guide for portfolio optimization.
This document explains the framework in detail and includes case examples and PowerPoint templates. Topics include:
*Stages of Consolidation
*Growth strategy implications
*Stage impact on financials ( revenue growth, profitability)
*Stage impact on strategy and operations
*Stage impact on management/organization
*Value-Building Growth Matrix
*Niche strategies
The document discusses technology selection as part of the technology management framework. It defines selection as choosing between rival technical regimes based on direct social and political action of organizations. Selection is contextualized within technological evolution, which is viewed as an evolutionary system involving variation, selection, and retention. Technology strategies are also discussed, including performing better on existing competition dimensions, establishing new dimensions, and creating new product-market combinations. A sample SWOT analysis is provided as a strategy tool used in technology audits.
Strategy for Management Consultants & Business AnalystsAsen Gyczew
Strategy is one of the most dreaded subject in any businesses. There are so many conflicting frameworks that is difficult to decide what to choose. In this course you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices. What you will see here is a part of my online course: http://bit.ly/StrategySlideshare
This course will help you drastically improve your knowledge and skills in creating as well as executing a strategy for your business (or your customers’ businesses). It is designed for people who want to become management consultants, business analysts or work on creating and implementing the strategy inside the business. In the course you will learn 3 main things:
1. What strategic choices do you have and how to choose the optimal one?
2. How to calculate the impact of chosen strategy or tactic?
3. How to implement the strategy and how others are doing it?
Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and ResourcesKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*Tying the strategic plan to the budget
*Cost Reduction methods and advice
Chapter 2 developing marketing strategies and plansAamir Khan
The document discusses key concepts in marketing strategy and planning. It covers customer perceived value, the value delivery process in three stages, value chain analysis, core competencies, corporate and division strategic planning, and Ansoff's product/market matrix. The value delivery process focuses on choosing value for customers, providing that value through the marketing mix, and communicating the value. The document also discusses intensive and integrative growth strategies including market penetration, development, product development, and diversification.
The document discusses competitive intelligence and provides guidance on developing an effective competitive intelligence program. It covers topics such as:
- The importance of minimizing threats from competitors and maximizing market opportunities.
- Following a disciplined process of information collection, analysis, and recommendations.
- Conducting benchmarking, SWOT analysis, and growth vector analysis to evaluate competitors.
- Developing key intelligence topics to guide strategic decision making.
- Implementing a competitive intelligence program can help improve planning, decision making, and strategy execution.
This document discusses the importance of competitive intelligence (CI) for businesses. It provides an overview of CI processes and techniques including analyzing competitors, customers, technologies and the external environment. CI helps minimize threats and maximize opportunities. It is an important input for strategic decision making. The document emphasizes that CI requires collecting information from various sources, analyzing it to extract insights, and using those insights to make better strategic, operational and tactical decisions.
The document discusses creativity and innovation, providing frameworks and processes to build capability and drive growth. It outlines an innovation model and roadmap, highlighting data sources, relationships, and how to use the DMAIC process for idea generation. Metrics and measures for innovation are also presented, including financial, project performance, process performance, and market launch indicators. The overall goal is to establish innovation as a core competency and strategic imperative.
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...essorprof62
DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KALYAN FIX JODI ANK LEAK FIX GAME BY DP BOSS MATKA SATTA NUMBER TODAY LUCKY NUMBER FREE TIPS ...
The document provides an overview of key concepts for business planning and entrepreneurship including critical success factors, Porter's five forces model, competitive advantage, generic strategies, value chain analysis, and measures of success. It also profiles several leading Indian entrepreneurs such as John Bissell of Fabindia, Vishal Talreja of Dream a Dream, and Narendra Mukumbi who was named Entrepreneur of the Year. The document compares the prior and contemporary business environments and their differences in areas like manufacturing, marketing, and management organizations.
This document provides an overview of key concepts in strategic management including definitions of strategic planning, management control, and operational control. It also discusses mission and vision statements, goal setting, gap analysis, strategic choice, and performance measurement. Multinational strategies and issues are briefly covered along with benchmarking, the product lifecycle, and sources of risk and uncertainty.
Levels of strategy exist at the corporate, SBU, and functional levels. Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. It is the dynamic process of realizing organizational strategic intent through strategies that are formulated, implemented, and controlled.
The strategic management process has four phases - establishing strategic intent, formulating strategies, implementing strategies, and evaluating strategies. Porter's five forces model analyzes industry competition and includes factors like rivalry, potential entrants, substitutes, suppliers, and buyers. Benchmarking identifies best practices from other organizations to improve performance. The triple bottom line expands performance measurement to include social and environmental impacts, not just financial measures.
OpenSymmetry WorldatWork 2013 Conference Workshop - Sales Compensation Best P...OpenSymmetry
OpenSymmetry hosted a 3-hour pre-conference workshop during the 2013 WorldatWork Spotlight on Sales Compensation conference. The presentation was delivered on September 9th, 2013.
This document discusses international management strategies for multinational companies (MNCs). It covers generic competitive strategies like low cost leadership and differentiation. It also discusses competitive advantage through distinctive competencies and a company's value chain. Both offensive and defensive strategies are explained as well as related and unrelated diversification approaches. The effects of globalization and national context on convergence and divergence of management strategies are also summarized. Key topics include industry analysis, identifying success factors, and adapting traditional strategic formulation to MNCs.
This document discusses strategic planning and the marketing process. It defines strategic planning as developing a strategic fit between an organization's goals and capabilities and its changing marketing opportunities. The key aspects of strategic planning covered include:
- Setting mission statements, objectives, and goals
- Designing the business portfolio
- Planning marketing and other functional strategies
- Implementing strategies through the marketing mix of product, price, place, and promotion
- Monitoring and controlling marketing efforts
The document uses examples like McDonald's, Heinz, and Coca-Cola to illustrate concepts like segmentation, targeting, positioning, and the marketing mix. It emphasizes developing customer-driven strategies and partnering across departments and the value chain to create and deliver
The document discusses several key topics related to business planning and entrepreneurship including Michael Porter's five forces model, generic strategies for competitive advantage like cost leadership and differentiation, strategic positioning, critical success factors for different industries, and comparisons of prior and contemporary business environments. It also profiles several social entrepreneurs and women entrepreneurs who have made impacts and introduces concepts like social venture capital.
This document introduces the Delta Model, a customer-centric approach to business strategy developed by MIT. The Delta Model advocates shifting focus from products to customers by innovatively restructuring customer relationships, creatively segmenting customers, and delivering a value proposition that places the customer at the center. The document discusses how the Delta Model can help companies identify new sources of profitability, develop new strategic approaches, establish new organizational directions, and implement an enhanced strategic agenda. It also discusses how the Delta Model's approach to customer positioning, segmentation, and value propositions can help small- and medium-sized enterprises compete effectively.
This document provides an introduction to strategic management. It discusses that strategy answers where and how an organization should compete over the long term. Strategic management consists of strategic analysis, strategy formulation, and strategy implementation and control. Strategic analysis involves assessing the organization's vision, mission, external opportunities/threats, and internal strengths/weaknesses. Strategy formulation determines business, corporate, and international strategies. Strategy implementation and control transforms intended strategies into realized strategies through governance, structure, controls, and leadership. Benefits of strategic management include improved financial and non-financial performance.
Strategy Development
Week 3
Objectives Week 3Develop strategic objectives.
Create organizational objectives and goals.
Articulate value proposition, key activities, resources, and channels to market.
Quote……
“Successful business strategy is about actively shaping the game you play, not just playing the game you find.”
Adam M. Brandenburger and Barry J. Nalebuff
Quote……
“The essence of strategy lies in creating tomorrow’s competitive advantage faster than competitors mimic the ones you posses today”
Gary Hamel and C.K. Prahalad
Quote……
“Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value”.
—Michael E. Porter
Quote……
“Winners in business play rough and don’t apologize for it. The nicest part of playing hardball is watching your competitors squirm”
—George Stalk, Jr., and Rob Lachenauer”
Long-Term ObjectivesStrategic managers recognize that short-run profit maximization is rarely the best approach to achieving sustained corporate growth and profitability.Strategic decision makers confronts:
Should they eat the seeds to improve the near-term profit picture and make large dividend payments through cost-saving measures such as laying off workers during periods of slack demand, selling off inventories, or cutting back on research and development?
Or should they sow the seeds in the effort to reap long-term rewards by reinvesting profits in growth opportunities, committing resources to employee training, or increasing advertising expenditures?
Long-Term ObjectivesTo achieve long-term prosperity, strategic planners commonly establish long-term objectives in seven areas: Profitability Competitive PositionEmployee RelationsTechnological Leadership Productivity – In-OutEmployee DevelopmentPublic Responsibility
Qualities of Long-Term ObjectivesWhat distinguishes a good objective from a bad one? What qualities of an objective improve its chances of being attained?There are five criteria that should be used in preparing long-term objectives:
Flexible
Measurable
Motivating
Suitable
Understandable
The Balanced ScorecardThe balanced scorecard is a set of measures that are directly linked to the company’s strategy
Developed by Robert S. Kaplan and David P. Norton, it directs a company to link its own long-term strategy with tangible goals and actions.
The scorecard allows managers to evaluate the company from four perspectives:
financial performance
customer knowledge
internal business processes
learning and growth
The Balance Scorecard
The Balance Scorecard
The Balance ScorecardPerspectiveObjectiveKPIGoal for 2014FinanceBecome industry Cost Leader% Reduction in Cost per Unit20%Utilization of AssetsUtilization Rate7%Increase Market ShareMarket Share30%CustomerCustomer Retention% Retention 75%On Time Delivery% of On Time Delivery90%Zero Defects% of Good Quality.
Strategic Management Accounting for Business and Career SuccessKen Witt
Identifies the skills and competencies that accountants need in order to contribute to the strategic success of their employer in a complex, global business environment.
The document discusses topics related to international business group presentations including external and internal environment assessments, strategy implementation, and goal setting. It provides details on assessing the external environment through gathering industry information and competitive intelligence. The internal environment assessment examines physical resources, personnel competencies, and how value chain analysis can optimize these. The document also outlines strategy types, implementing strategies through considerations of location, ownership decisions, and functional areas.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/consolidation-endgame-curve-framework-201
The Consolidation Curve, or Endgame Curve, is a
framework based on the theory that all industries
consolidate and follow a similar course through the 4
stages of: Opening, Scale, Focus, and Balance &
Alliance. This framework is based on a study of
25,000 firms globally, representing 98% of the global
market cap, conducted by the strategy consulting firm AT Kearney. The Consolidation Curve shows that
merger actions and consolidation trends can be
predicted.
Using the Consolidation Curve as guidance, a business can strengthen its consolidation strategies and facilitate merger integrations. A niche player can also determine the appropriate niche strategy to use and when is the best time to be acquired.
Every major strategic and operational move should be evaluated with regard to the industry?s stage in the Consolidation Curve. Likewise, endgames positioning also offers a guide for portfolio optimization.
This document explains the framework in detail and includes case examples and PowerPoint templates. Topics include:
*Stages of Consolidation
*Growth strategy implications
*Stage impact on financials ( revenue growth, profitability)
*Stage impact on strategy and operations
*Stage impact on management/organization
*Value-Building Growth Matrix
*Niche strategies
The document discusses technology selection as part of the technology management framework. It defines selection as choosing between rival technical regimes based on direct social and political action of organizations. Selection is contextualized within technological evolution, which is viewed as an evolutionary system involving variation, selection, and retention. Technology strategies are also discussed, including performing better on existing competition dimensions, establishing new dimensions, and creating new product-market combinations. A sample SWOT analysis is provided as a strategy tool used in technology audits.
Strategy for Management Consultants & Business AnalystsAsen Gyczew
Strategy is one of the most dreaded subject in any businesses. There are so many conflicting frameworks that is difficult to decide what to choose. In this course you will learn a framework that will help you formulate and execute the strategy for your businesses on the level of top consulting firms i.e. McKinsey, BCG, Bain, PwC, EY. You will also see how others are implementing their strategic choices. What you will see here is a part of my online course: http://bit.ly/StrategySlideshare
This course will help you drastically improve your knowledge and skills in creating as well as executing a strategy for your business (or your customers’ businesses). It is designed for people who want to become management consultants, business analysts or work on creating and implementing the strategy inside the business. In the course you will learn 3 main things:
1. What strategic choices do you have and how to choose the optimal one?
2. How to calculate the impact of chosen strategy or tactic?
3. How to implement the strategy and how others are doing it?
Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and ResourcesKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*Tying the strategic plan to the budget
*Cost Reduction methods and advice
Chapter 2 developing marketing strategies and plansAamir Khan
The document discusses key concepts in marketing strategy and planning. It covers customer perceived value, the value delivery process in three stages, value chain analysis, core competencies, corporate and division strategic planning, and Ansoff's product/market matrix. The value delivery process focuses on choosing value for customers, providing that value through the marketing mix, and communicating the value. The document also discusses intensive and integrative growth strategies including market penetration, development, product development, and diversification.
The document discusses competitive intelligence and provides guidance on developing an effective competitive intelligence program. It covers topics such as:
- The importance of minimizing threats from competitors and maximizing market opportunities.
- Following a disciplined process of information collection, analysis, and recommendations.
- Conducting benchmarking, SWOT analysis, and growth vector analysis to evaluate competitors.
- Developing key intelligence topics to guide strategic decision making.
- Implementing a competitive intelligence program can help improve planning, decision making, and strategy execution.
This document discusses the importance of competitive intelligence (CI) for businesses. It provides an overview of CI processes and techniques including analyzing competitors, customers, technologies and the external environment. CI helps minimize threats and maximize opportunities. It is an important input for strategic decision making. The document emphasizes that CI requires collecting information from various sources, analyzing it to extract insights, and using those insights to make better strategic, operational and tactical decisions.
The document discusses creativity and innovation, providing frameworks and processes to build capability and drive growth. It outlines an innovation model and roadmap, highlighting data sources, relationships, and how to use the DMAIC process for idea generation. Metrics and measures for innovation are also presented, including financial, project performance, process performance, and market launch indicators. The overall goal is to establish innovation as a core competency and strategic imperative.
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...essorprof62
DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KALYAN FIX JODI ANK LEAK FIX GAME BY DP BOSS MATKA SATTA NUMBER TODAY LUCKY NUMBER FREE TIPS ...
Enabling Digital Sustainability by Jutta EcksteinJutta Eckstein
This is a New Zealand wide meetup event with meetup groups from Auckland, Wellington and Christchurch attending and open to anyone with an interest in digital sustainability or agile. All welcome. Joke, this is how it started. Jutta is now also available in Germany, i.e. hosted by Berlin/Brandenburg
According to the World Economic Forum, digital technologies can help reduce global carbon emissions by up to 15%. However, digitalization also comes with some challenges. Thus, if we want to make a positive impact by increasing sustainability, we need to address challenges like the digital divide, energy consumption of IT, or the rise of electronic waste. In this talk, I want to explore how Agile can help to leverage Digital Sustainability.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions. 𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢2024 GROUNDBREAKING CEREMONY OF SK LEAVEO PLANT
➢2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢2024 CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
➢ Daewon Pharm Year End Party
➢ Giant Lantern Festival in Ha Noi with Gamuda Land
➢ Light Festival 2019 in HCMC with Phu My Hung Corp
(etc)
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
The Enigmatic Gemini: Unveiling the Dual Personalitiesmy Pandit
Explore the fascinating world of the Gemini Zodiac Sign, where duality reigns supreme. Discover the personality traits, important dates, and horoscope insights that define the ever-curious and communicative Gemini.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
63662490260Kalyan chart, satta matta matka 143, satta matka jodi fix , matka boss OTC 420, Indian Satta, India matka, matka ank, spbossmatka, online satta matka game play, live satta matka results, fix fix fix satta namber, free satta matka games, Kalyan matka jodi chart, Kalyan weekly final anl matka 420
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani case
It will bring about growth and development not only in Maharashtra but also in our country as a whole, which will experience prosperity. The project will also give the Adani Group an opportunity to rise above the controversies that have been ongoing since the Adani CBI Investigation.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
3. Claude Chalem
■ Present the third stage of the strategic diagnosis:
the analysis of the firm's expectations and
intentions
○ Role and power of stakeholders
○ Impact of stakeholders on strategic and organizational
choices
- 57 -
Objectives
4. Claude Chalem
Corporate governance
What interests should the
organization serve?
How should objectives be
determined?
Ethics
What objectives should be
given priority?
Why?
Organizational objectives
Mission Objectives
Cultural context
What objectives are really a
priority?
Why?
Stakeholders
What interests does the
organization actually serve?
- 58 -
Source: Stratégique, 2002, p. 253
Influences on organizational goals
5. Claude Chalem
Mapping of stakeholders
Weak
High
Weak High
A
Minimal
Effort
C
keep
satisfied
B
keep
informed
D
key actors
Level of interest
Power
Source A. Mendelow
- 59 -
6. The three levels of organizational culture
Values
Beliefs
Paradigm
Implicit assumptions
Source E. Schein, 1985, in Stratégique 2002, p.283
Claude Chalem
8. Claude Chalem
The cultural fabric
Power
structures
Rites and
routines
Organizational
structures
Control
systems
Myths Symbols
Paradigm
Source: Stratégique, 2002, p. 285
12. Claude Chalem
■ Present Business Strategy
○ Distinguish generic strategies.
○ Identify the determinants of success
○ Understand managerial impacts.
- 65 -
Objectives
13. Competitive advantage
Objective: Obtaining a Competitive ADVANTAGE
Definition: Better mastery than the competitors of some skills that are a decisive facto
performance in a given field of activity.
Decisive
Characteristics of
Sustainability
A.C.
Defensible Durable
93 Claude Chalem
14. Typology of competitive universes
Strong
Sensitivity
of differentiation
Weak
Faible Forte
Sensitivity to volume
94 Source: Strategor, d ’ après
Claude Chalem
Fragmentation Specialization
Impasse Volume
15. Typical strategies
Competitive system Strategy
Volume Low number of competitors
Very profitable leader
Grow faster than competitors to improve Cost position
Spécialisation Several very profitable companies
Central part of each niche protected,
Evolving and competitive borders.
Unprofitable followers
Focus the effort on defensible niches
Maximize the advantage on specific costs
Fragmentation Many small competitors incoming and
leaving continuously
Diverse and unstable margins
Large company disadvantaged.
For a large company:
Either isolate the activity and manage it like a small company (diff
Or transform the activity into an activity of
Volume or specialization if possible
Impasse No competitor has high market share
If no one reduces their production, everyone loses money
Concentration sous l' égide des pouvoirs publics
contrôle d’un marché local
localiser l' investissement là où les coûts des facteurs
sont les plus favorables
95 Source: Strategor d ’ après
Claude Chalem
16. In summary,
TWO main STRATEGIC OPTIONS:
• MARKET SHARE or VOLUME
• DIFFERENTIATION OR NICHE
96 Claude Chalem
17. M. Porter's three generic strategies
Strategic advantage
Unique characteristic
product perceived by
customers
Company situation is characterized
by low costs
Whole
sector
Strategic target
Segment
particulier
Source : Porter
!!!!!
If none of these strategies are sustainable, there is a fourth left: Withdrawal
97 Claude Chalem
Differentiation Overall cost
domination
Concentration or niche
18. Strategy of cost domination
"....I will build my Competitive Advantage by minimizing
costs and by offering the cheapest products....."
Increase the volume
increase M/S
increase in Profitability
Claude Chalem
19. Sources of successful cost domination
Effect of experience : Constant decrease in the unit cost of a product each time combined production
It is based on : Economies of scale
- Size effect
- Learning
- Substituting capital for work
Three IMPERATIVES !!! :
- Check the link between increased cumulative production and a decrease in unit cost
- Check the link between M/S and profitability
- Have a dominant market share
99 Claude Chalem
21. Relative market share and profitability
(%)
40
30
20
Commercial profitability
Financial profitability
10
0
20 60 100 140
Relative market share (%)
Comment : Relative M/S is M/S of the company compared to that of the company
Leader or that of the main competitor.
Source: Stratégique, 2002
101 Claude Chalem
22. Cost structure and key success factors
Industrial
cleaning
Making
Of components
Trading
company
Acquisition 3%
Materials and
Marchandise
40%
From the structure of
Costs of an activity, we
determine:
Direct costs
Construction
sites
75%
The most important cost
components necessary to
Personnel% undertake a strategy
87%
R&D 16%
d ’ activité
Amortisations
11% · the KSF
19,5%
Sales costs 2,5% 15%
Distribution
costs
7,5% 5,5%
Source: Strategor
102 Claude Chalem
23. The different pricing strategies
Different pricing strategies
Costs
Price
A B C
D
Are a function of position
relative of each company,
but also the life cycle of
the activity.
VOLUME CUMULE
A
B
C
DUMPING/Adjustment : acquire M/S
UMBRELLA : Maintain prices to increase the margin
DOMINATION : Pass on to prices the decrease in costs
D ABANDON: leave gradually by maximizing profitability
Source : Strategor
103 Claude Chalem
24. Domination by costs:
Risks and skills required
Risks
Skills and necessary
resources
Modes of organization
- Technical progress cancels
the effect of experience or
past investments
- Imitation and investments more
modern than that of competitors
- Decrease in capacity of innovation
due to "Obsession" with costs
- Power of distributors
- Sustained investments in
technical capital
- Efficacy of Technical process
- Simplicity of Design and
manufacture of products
- Efficiency of work force.
- Adapted distribution systems d
- Elaborate cost management
- Frequent and detailed audits
- Organization and structured responsibilities perfectly define
- Animation oriented towards
precise quantified objectives
Source: Stratégique, 2002,
104 Claude Chalem
25. Differentiation strategies
".... I will make an offer available to the customer whose
character will be recognized and valued..."
Value Differentiation Boundary
HIGH Economic
efficiency
Cost
Domination
Differentiation
LOW
105 ClaudeSource:Chalem Strategor
Zone de
rupture
stratégique
Price
26. What is the differentiation strategy based on?
Offer / COMPETITORS: benchmarking
- Redefine the value chain to do otherwise
- Optimization of value chain functions
- Coordination of links between intra- and inter-company functions
Offer / CUSTOMERS: perception of "quality"
- "Quality" is RELATIVE because SUBJECTIVE (personal indicators,..)
- Perceived « quality" et Not the one "measured" by the company
- Pay attention to the relationship between price and marketing positioning (range)
· How does the company do?
· How do the competitors do it?
· How to do otherwise?
· How are the offers perceived by the customer?
106 Claude Chalem
27. Claude Chalem
Identification of skills
The Value Chain
- 48 -
Marge
Logistics Production Sales Service
Procurement
Technological development
Human resources management
Infrastructure and systems
Support
Functions
M
ar
gi
n
Primary functions
Source: Stratégique, 2002
M
ar
gi
n
28. Conditions for successful differentiation
Significant : Differentiation very clearly
perceptible by buyer
Profitable : pay attention to the demand distribution
around the reference offer
Sustainable : Significant progress vis à vis competition
108
Claude Chalem
29. Differentiation: Risks and skills required
Risks
Skills and necessary
resousrces
Modes of organization
- Inability to control
difference in costs/
- Loss of importance of
differentiating factors
- Trivialization and imitation
- Intuition and creativity
- Research capability
- Product technology
- Commercial capacities
- Image
- Tradition in the sector or
original combination of skills
drawn from other sectors
- High cooperation of
distribution channels
- High coordination of R&D,
marketing and production
functions
- Objectives and controls
quantitative but also
qualitative
Source: Stratégique, 2002
109 Claude Chalem
30. Exit
Emergence Growth Maturity Decline
Causes
of exit
. Too long
. Too costly
. Doen’t meet
expectations
. Investments too
expensive
110
. No critical size
. No perpectives
. No Skills
. Unfavorable
perspectives
Claude Chalem
31. Generic strategies: : Bowman's clock
Sophistication
High
Hybrid
Without overprice
4 Sophistication With
Overprice
3 5
Perceived
value
Price 2 Competitors 6
1 7
Purge
8 Failed strategies
Low
Low High
111 Price Source: C. Bowman
Claude Chalem
32. Conclusion
Efficient
Ability to
achieve
low cost
+ The Cost-Driven E.
Internally efficient
·
Thriving on
·
predictability
The Laggard
· Insufficient in both
cost control and
customer satisfaction
The WINNING E.
·
Delivering
.
differentiation
efficiently
The Benevolent E.
·Customer needs
met at any costs
·Operations driven by
sales demands
Efficient -
- Low
Ability to
High +
Satisfy Customers
114
Source :
Edwards
Claude Chalem