This document discusses strategies for diversified companies. It covers when companies should diversify, the benefits of related vs unrelated diversification, and types of strategic fits that can provide competitive advantages when diversifying into related businesses. Specifically, it outlines how diversifying into businesses with value chains that overlap can allow companies to leverage expertise, reduce costs through economies of scale, share brand names, and develop new competitive capabilities by collaborating across business units.
This document discusses strategies for managing a group of diversified businesses. It explains that diversification involves operating in multiple business lines across different industries. A diversified company must craft a strategy that addresses several businesses competing in diverse environments. The document outlines related diversification, which involves businesses with strategic fits between value chains, and unrelated diversification, with no strategic fits. Related diversification offers potential for competitive advantages from skills transfer and cost savings, while unrelated diversification scatters risk across industries but provides limited competitive benefits. The document also discusses strategies for entering new businesses and evaluating diversification approaches.
This document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses such as acquisition, internal startups, and joint ventures. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategy and options for allocating resources after a company has diversified.
This document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses through acquisition, internal startups, or partnerships. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategies, and options for companies that have already diversified, such as broadening or retrenching their business base.
SM , Parluhutan, Prof. Dr. Hapzi Ali, CMA Strategic Implementation from sho...parluhutan silitonga
SM , Parluhutan, Prof. Dr. Hapzi Ali, CMA Strategic Implementation from short term strategy, functional level and tactic ” Universitas Mercu Buana, 2018
SM , Parluhutan, Prof. Dr. Hapzi Ali, CMA Multi Business Strategy” Univers...parluhutan silitonga
The document discusses various strategic options beyond competitive strategy, including strategic alliances, mergers and acquisitions, vertical integration, and outsourcing. It provides details on when and why companies pursue each option, potential advantages and disadvantages, and factors to consider such as ability to lower costs, build expertise, and enhance performance. A variety of strategic approaches are presented that can be used offensively to gain competitive advantage or defensively to protect a company's position.
This document discusses strategies for managing a group of diversified businesses. It explains that diversification involves operating in multiple business lines across different industries. A diversified company must craft a strategy that addresses several businesses competing in diverse environments. The document outlines related diversification, which involves businesses with strategic fits between value chains, and unrelated diversification, with no strategic fits. Related diversification offers potential for competitive advantages from skills transfer and cost savings, while unrelated diversification scatters risk across industries but provides limited competitive benefits. The document also discusses strategies for entering new businesses and evaluating diversification approaches.
This document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses such as acquisition, internal startups, and joint ventures. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategy and options for allocating resources after a company has diversified.
This document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses through acquisition, internal startups, or partnerships. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategies, and options for companies that have already diversified, such as broadening or retrenching their business base.
SM , Parluhutan, Prof. Dr. Hapzi Ali, CMA Strategic Implementation from sho...parluhutan silitonga
SM , Parluhutan, Prof. Dr. Hapzi Ali, CMA Strategic Implementation from short term strategy, functional level and tactic ” Universitas Mercu Buana, 2018
SM , Parluhutan, Prof. Dr. Hapzi Ali, CMA Multi Business Strategy” Univers...parluhutan silitonga
The document discusses various strategic options beyond competitive strategy, including strategic alliances, mergers and acquisitions, vertical integration, and outsourcing. It provides details on when and why companies pursue each option, potential advantages and disadvantages, and factors to consider such as ability to lower costs, build expertise, and enhance performance. A variety of strategic approaches are presented that can be used offensively to gain competitive advantage or defensively to protect a company's position.
SM , Parluhutan, Prof. Dr. Hapzi Ali, CMA Multi Business Strategy ” Univer...parluhutan silitonga
The document discusses various strategic options beyond competitive strategy, including strategic alliances, mergers and acquisitions, vertical integration, and outsourcing. It provides details on when and why companies pursue each option, potential advantages and disadvantages, and factors to consider such as ability to lower costs, build expertise, increase differentiation, and enhance performance. Vertical integration can involve backward integration into suppliers or forward integration toward end users. Outsourcing involves withdrawing from certain activities and relying on external suppliers, support services, or functional activities.
SM , Parluhutan, Prof. Dr. Hapzi Ali, CMA Business Level Strategy ” Univer...parluhutan silitonga
The document discusses various strategies beyond competitive strategy that companies can pursue, including strategic alliances, mergers and acquisitions, vertical integration, outsourcing, and first-mover advantages. It provides an overview of when and why companies would use these strategies, examples of strategic advantages and disadvantages, and factors that determine whether a particular strategy makes strategic sense. The strategies discussed aim to complement companies' initiatives, strengthen competitiveness, lower costs, gain expertise, and secure or protect competitive advantage.
SM,Parluhutan, Prof. Dr. Hapzi Ali, CMA Strategic Control ”Universitas Merc...parluhutan silitonga
The document discusses various strategies beyond competitive strategy that companies can pursue, including strategic alliances, mergers and acquisitions, vertical integration, outsourcing, and first-mover advantages. It provides an overview of when and why companies would pursue these strategies, examples of strategic advantages and disadvantages, and factors that determine whether certain strategies make strategic sense. The document is from a chapter that explores a company's menu of strategic options beyond competitive strategies.
SM , Parluhutan, Prof. Dr. Hapzi Ali, Download Ulang Materi Minggu 9” Univer...parluhutan silitonga
The document discusses various strategies beyond competitive strategy that companies can pursue, including strategic alliances, mergers and acquisitions, vertical integration, outsourcing, and first-mover advantages. It provides an overview of when and why companies would use these strategies, examples of strategic advantages and disadvantages, and factors that determine whether a particular strategy makes strategic sense. The strategies discussed aim to complement companies' initiatives, strengthen competitiveness, lower costs, gain expertise, and secure or protect competitive advantage.
Chap009 managing diversifcation and groupAjit Kumar
This document discusses strategies for diversifying a company into related and unrelated businesses. It defines related diversification as diversifying into businesses with value chains that have strategic fits with the company's existing businesses. This allows the company to leverage expertise, technologies, distribution networks, and other resources across the businesses. Related diversification can result in lower costs and stronger competitive capabilities compared to competitors. The document outlines various types of strategic fits that can exist across value chains, such as R&D, supply chain, manufacturing, distribution, sales and marketing, and managerial fits. Capturing these strategic fits is said to create a "1+1=3" effect where the performance of the combined businesses is greater than if they operated independently.
This document discusses evaluating a company's resources, capabilities, and competitive strategy. It covers identifying a company's strengths, weaknesses, opportunities, and threats through a SWOT analysis. Key parts of the analysis include determining core competencies, distinctive competencies, and correcting areas that result in higher costs compared to competitors through various options like negotiating prices, reengineering processes, or investing in cost-saving technology. The overall document provides a framework for assessing a company's internal resources and competitive positioning in the market.
1LO1Understand when and how diversifying into multipl.docxfelicidaddinwoodie
1
LO1 Understand when and how diversifying into multiple businesses can enhance shareholder value.
LO2 Gain an understanding of how related diversification strategies can produce cross-business strategic fit capable of delivering competitive advantage.
LO3 Become aware of the merits and risks of corporate strategies keyed to unrelated diversification.
LO4 Gain command of the analytical tools for evaluating a company’s diversification strategy.
LO5 Understand a diversified company’s four main corporate strategy options for solidifying its diversification strategy and improving company performance.
8-‹#›
2
Crafting a Diversified Company’s
Overall Corporate Strategy
Picking new industries to enter and deciding
on the means of entry
Pursuing opportunities to leverage cross-business value chain relationships into competitive advantage
Establishing investment priorities and steering corporate resources into the most attractive business units
Initiating actions to boost the combined performance of the corporation’s collection
of businesses
8-‹#›
3
Strategic Options for
Diversified Corporations
Broadly restructuring the business
lineup with multiple divestitures
and/or acquisitions
Sticking with the existing business
lineup and pursuing opportunities presented by these businesses
Retrenching to a narrower scope of diversification by divesting poorly performing businesses
Broadening the scope of diversification
by entering additional industries
Strategic Options
8-‹#›
When Business Diversification
Becomes a Consideration
Diversification is called for when:
There are diminishing growth prospects in the present business
An expansion opportunity exists in an industry whose technologies and products complement the present business
Existing competencies and capabilities can be leveraged by expanding into an industry that requires similar resource strengths
Costs can be reduced by diversifying into closely related businesses
A powerful brand name can be transferred to the products of other businesses
8-‹#›
5
Building Shareholder Value:
The Ultimate Justification for
Business Diversification
Industry attractiveness test
Better-off
test
Tests for building shareholder value through diversification
Cost-of-entry
test
8-‹#›
6
Building Shareholder Value:
The Ultimate Justification for
Business Diversification
Diversification may result in building shareholder value if it passes three tests:
Industry Attractiveness Test—the target industry presents good long-term profit opportunities.
Cost of Entry Test—the cost to enter the target industry does not erode its long-term profit potential.
Better-Off Test—the firm’s businesses will perform better together than as stand-alone firms, producing
a synergistic 1+1=3 effect on shareholder value.
8-‹#›
7
Approaches to Diversifying
the Business Lineup
Diversification by acquisition of an existing business
Using joint ventures to achieve diversification
Options for entering new in ...
This document discusses strategies for competing in different types of industries and market situations. It begins with an overview of strategies for emerging industries, turbulent markets, maturing industries, and stagnant or declining industries. It then covers strategies for competing in fragmented industries, sustaining rapid growth, and strategies based on a company's market position as an industry leader, runner-up firm, or weak/crisis-ridden business. Specific strategy options are provided for each situation along with considerations for crafting successful business strategies.
This document provides an overview of corporate strategy concepts. It defines corporate strategy as strategies concerned with the long-term direction of an organization's businesses. It distinguishes between single and multiple business organizations and explains how corporate strategy relates to competitive and functional strategies. The document outlines various corporate strategic directions including organizational growth, stability, and renewal. It also describes different growth strategies such as diversification, integration, concentration, and international expansion.
chapter 8 Corporate Strategy Diversification and the MultibusinJinElias52
This chapter discusses corporate strategy for diversified multibusiness companies. It covers evaluating a company's diversification strategy, including pursuing related diversification through strategic fits across value chains. Related diversification can enhance shareholder value by leveraging specialized resources and capabilities between businesses. However, diversification only makes strategic sense if it passes tests showing the new industry is attractive, costs of entry can be overcome, and synergies will improve overall performance.
This document discusses evaluating a company's resources and competitive capabilities. It defines key terms like strengths, weaknesses, opportunities, threats, competencies, core competencies, and distinctive competencies. The document provides guidance on identifying a company's internal strengths and weaknesses as well as external opportunities and threats. It also discusses what makes a competency or capability valuable and how to determine the competitive value of a company's resources.
The strategic management process(an overview)jawalala
The document outlines the five tasks of strategic management: 1) developing a strategic vision and mission, 2) setting objectives, 3) crafting a strategy, 4) implementing and executing the strategy, and 5) evaluating performance and making corrections. It provides details on each task, including developing a vision for the future direction of the company, setting financial and strategic objectives, determining how to achieve objectives through strategic choices around business focus, competitive advantage, and responding to the market, and evaluating performance to improve strategy. Crafting strategy is presented as both a planned process and a reactive one that adapts to changing conditions.
The document discusses various strategic management concepts including Porter's views on strategy, the three generic strategies of overall cost leadership, differentiation, and focus. It explains how each strategy can provide competitive advantage and improve competitive position against the five forces. The document also discusses combination strategies that integrate cost leadership and differentiation, as well as how strategies should be tailored based on the industry life cycle stage.
BUSINESS LEVEL STRATEGY THERE USES...pptSubhanAli78
The document discusses various strategic management concepts including Porter's views on strategy, the three generic strategies of overall cost leadership, differentiation, and focus. It explains how each strategy can provide competitive advantage and improve competitive position against the five forces. The document also discusses combination strategies, the industry lifecycle model, and implications of strategic choices at different lifecycle stages. Grand strategies like mergers and diversification are briefly introduced at the end.
The document discusses how businesses can gain competitive advantage through strategic uses of information technology. It covers topics like competitive strategies, the value chain, business process engineering, quality management, agility, virtual companies, and knowledge management. Strategic uses of IT mentioned include developing customer focus, improving business processes, enhancing quality, enabling agility and virtual organizations, and exploiting knowledge resources.
The document discusses diversification strategy and its evolution over time. It outlines the basic issues in diversification decisions around industry attractiveness and competitive advantage. It then discusses the historical trend of increasing diversification among large companies from 1949 to 1974, before later refocusing on core businesses. The document also covers various motives for diversification like growth and risk reduction, and Porter's three tests that diversification must meet to create shareholder value through synergies. It analyzes sources of competitive advantage from diversification like economies of scope and internalizing transactions.
This document summarizes key concepts from Chapter 8 of a textbook on corporate strategy and diversification. It discusses strategic options for diversification, such as broadening scope or retrenching. It also covers evaluating diversification to build shareholder value, potential for synergy, and approaches to diversifying like acquisition or internal development. Additional topics include related vs unrelated diversification, strategic fit, and evaluating an existing diversified company's strategy. The document provides frameworks and considerations for diversification strategy development and evaluation.
The document provides an overview of strategies for tailoring business strategies to different industry and company situations. It discusses strategic options for competing in emerging, rapidly growing, mature, stagnant/declining, turbulent, and fragmented industries. It also outlines strategies based on a company's market position as an industry leader, runner-up firm, or weak/crisis-ridden business. The document contains chapter roadmaps, descriptions of industry characteristics, strategic considerations, and potential strategic options for various competitive environments.
This chapter discusses how corporate culture and leadership are keys to good strategy execution. It identifies the key features of corporate culture, such as core values and operating practices. Strong cultures have clearly defined values that are widely shared, while weak cultures lack cohesion. The chapter also discusses unhealthy, high-performance, and adaptive cultures. An aligned culture can aid strategy execution, while a misaligned culture can hinder it. Leaders must change problem cultures and ground culture in core values. Effective leadership is also needed to lead the strategy execution process and make timely corrective adjustments.
SM , Parluhutan, Prof. Dr. Hapzi Ali, CMA Multi Business Strategy ” Univer...parluhutan silitonga
The document discusses various strategic options beyond competitive strategy, including strategic alliances, mergers and acquisitions, vertical integration, and outsourcing. It provides details on when and why companies pursue each option, potential advantages and disadvantages, and factors to consider such as ability to lower costs, build expertise, increase differentiation, and enhance performance. Vertical integration can involve backward integration into suppliers or forward integration toward end users. Outsourcing involves withdrawing from certain activities and relying on external suppliers, support services, or functional activities.
SM , Parluhutan, Prof. Dr. Hapzi Ali, CMA Business Level Strategy ” Univer...parluhutan silitonga
The document discusses various strategies beyond competitive strategy that companies can pursue, including strategic alliances, mergers and acquisitions, vertical integration, outsourcing, and first-mover advantages. It provides an overview of when and why companies would use these strategies, examples of strategic advantages and disadvantages, and factors that determine whether a particular strategy makes strategic sense. The strategies discussed aim to complement companies' initiatives, strengthen competitiveness, lower costs, gain expertise, and secure or protect competitive advantage.
SM,Parluhutan, Prof. Dr. Hapzi Ali, CMA Strategic Control ”Universitas Merc...parluhutan silitonga
The document discusses various strategies beyond competitive strategy that companies can pursue, including strategic alliances, mergers and acquisitions, vertical integration, outsourcing, and first-mover advantages. It provides an overview of when and why companies would pursue these strategies, examples of strategic advantages and disadvantages, and factors that determine whether certain strategies make strategic sense. The document is from a chapter that explores a company's menu of strategic options beyond competitive strategies.
SM , Parluhutan, Prof. Dr. Hapzi Ali, Download Ulang Materi Minggu 9” Univer...parluhutan silitonga
The document discusses various strategies beyond competitive strategy that companies can pursue, including strategic alliances, mergers and acquisitions, vertical integration, outsourcing, and first-mover advantages. It provides an overview of when and why companies would use these strategies, examples of strategic advantages and disadvantages, and factors that determine whether a particular strategy makes strategic sense. The strategies discussed aim to complement companies' initiatives, strengthen competitiveness, lower costs, gain expertise, and secure or protect competitive advantage.
Chap009 managing diversifcation and groupAjit Kumar
This document discusses strategies for diversifying a company into related and unrelated businesses. It defines related diversification as diversifying into businesses with value chains that have strategic fits with the company's existing businesses. This allows the company to leverage expertise, technologies, distribution networks, and other resources across the businesses. Related diversification can result in lower costs and stronger competitive capabilities compared to competitors. The document outlines various types of strategic fits that can exist across value chains, such as R&D, supply chain, manufacturing, distribution, sales and marketing, and managerial fits. Capturing these strategic fits is said to create a "1+1=3" effect where the performance of the combined businesses is greater than if they operated independently.
This document discusses evaluating a company's resources, capabilities, and competitive strategy. It covers identifying a company's strengths, weaknesses, opportunities, and threats through a SWOT analysis. Key parts of the analysis include determining core competencies, distinctive competencies, and correcting areas that result in higher costs compared to competitors through various options like negotiating prices, reengineering processes, or investing in cost-saving technology. The overall document provides a framework for assessing a company's internal resources and competitive positioning in the market.
1LO1Understand when and how diversifying into multipl.docxfelicidaddinwoodie
1
LO1 Understand when and how diversifying into multiple businesses can enhance shareholder value.
LO2 Gain an understanding of how related diversification strategies can produce cross-business strategic fit capable of delivering competitive advantage.
LO3 Become aware of the merits and risks of corporate strategies keyed to unrelated diversification.
LO4 Gain command of the analytical tools for evaluating a company’s diversification strategy.
LO5 Understand a diversified company’s four main corporate strategy options for solidifying its diversification strategy and improving company performance.
8-‹#›
2
Crafting a Diversified Company’s
Overall Corporate Strategy
Picking new industries to enter and deciding
on the means of entry
Pursuing opportunities to leverage cross-business value chain relationships into competitive advantage
Establishing investment priorities and steering corporate resources into the most attractive business units
Initiating actions to boost the combined performance of the corporation’s collection
of businesses
8-‹#›
3
Strategic Options for
Diversified Corporations
Broadly restructuring the business
lineup with multiple divestitures
and/or acquisitions
Sticking with the existing business
lineup and pursuing opportunities presented by these businesses
Retrenching to a narrower scope of diversification by divesting poorly performing businesses
Broadening the scope of diversification
by entering additional industries
Strategic Options
8-‹#›
When Business Diversification
Becomes a Consideration
Diversification is called for when:
There are diminishing growth prospects in the present business
An expansion opportunity exists in an industry whose technologies and products complement the present business
Existing competencies and capabilities can be leveraged by expanding into an industry that requires similar resource strengths
Costs can be reduced by diversifying into closely related businesses
A powerful brand name can be transferred to the products of other businesses
8-‹#›
5
Building Shareholder Value:
The Ultimate Justification for
Business Diversification
Industry attractiveness test
Better-off
test
Tests for building shareholder value through diversification
Cost-of-entry
test
8-‹#›
6
Building Shareholder Value:
The Ultimate Justification for
Business Diversification
Diversification may result in building shareholder value if it passes three tests:
Industry Attractiveness Test—the target industry presents good long-term profit opportunities.
Cost of Entry Test—the cost to enter the target industry does not erode its long-term profit potential.
Better-Off Test—the firm’s businesses will perform better together than as stand-alone firms, producing
a synergistic 1+1=3 effect on shareholder value.
8-‹#›
7
Approaches to Diversifying
the Business Lineup
Diversification by acquisition of an existing business
Using joint ventures to achieve diversification
Options for entering new in ...
This document discusses strategies for competing in different types of industries and market situations. It begins with an overview of strategies for emerging industries, turbulent markets, maturing industries, and stagnant or declining industries. It then covers strategies for competing in fragmented industries, sustaining rapid growth, and strategies based on a company's market position as an industry leader, runner-up firm, or weak/crisis-ridden business. Specific strategy options are provided for each situation along with considerations for crafting successful business strategies.
This document provides an overview of corporate strategy concepts. It defines corporate strategy as strategies concerned with the long-term direction of an organization's businesses. It distinguishes between single and multiple business organizations and explains how corporate strategy relates to competitive and functional strategies. The document outlines various corporate strategic directions including organizational growth, stability, and renewal. It also describes different growth strategies such as diversification, integration, concentration, and international expansion.
chapter 8 Corporate Strategy Diversification and the MultibusinJinElias52
This chapter discusses corporate strategy for diversified multibusiness companies. It covers evaluating a company's diversification strategy, including pursuing related diversification through strategic fits across value chains. Related diversification can enhance shareholder value by leveraging specialized resources and capabilities between businesses. However, diversification only makes strategic sense if it passes tests showing the new industry is attractive, costs of entry can be overcome, and synergies will improve overall performance.
This document discusses evaluating a company's resources and competitive capabilities. It defines key terms like strengths, weaknesses, opportunities, threats, competencies, core competencies, and distinctive competencies. The document provides guidance on identifying a company's internal strengths and weaknesses as well as external opportunities and threats. It also discusses what makes a competency or capability valuable and how to determine the competitive value of a company's resources.
The strategic management process(an overview)jawalala
The document outlines the five tasks of strategic management: 1) developing a strategic vision and mission, 2) setting objectives, 3) crafting a strategy, 4) implementing and executing the strategy, and 5) evaluating performance and making corrections. It provides details on each task, including developing a vision for the future direction of the company, setting financial and strategic objectives, determining how to achieve objectives through strategic choices around business focus, competitive advantage, and responding to the market, and evaluating performance to improve strategy. Crafting strategy is presented as both a planned process and a reactive one that adapts to changing conditions.
The document discusses various strategic management concepts including Porter's views on strategy, the three generic strategies of overall cost leadership, differentiation, and focus. It explains how each strategy can provide competitive advantage and improve competitive position against the five forces. The document also discusses combination strategies that integrate cost leadership and differentiation, as well as how strategies should be tailored based on the industry life cycle stage.
BUSINESS LEVEL STRATEGY THERE USES...pptSubhanAli78
The document discusses various strategic management concepts including Porter's views on strategy, the three generic strategies of overall cost leadership, differentiation, and focus. It explains how each strategy can provide competitive advantage and improve competitive position against the five forces. The document also discusses combination strategies, the industry lifecycle model, and implications of strategic choices at different lifecycle stages. Grand strategies like mergers and diversification are briefly introduced at the end.
The document discusses how businesses can gain competitive advantage through strategic uses of information technology. It covers topics like competitive strategies, the value chain, business process engineering, quality management, agility, virtual companies, and knowledge management. Strategic uses of IT mentioned include developing customer focus, improving business processes, enhancing quality, enabling agility and virtual organizations, and exploiting knowledge resources.
The document discusses diversification strategy and its evolution over time. It outlines the basic issues in diversification decisions around industry attractiveness and competitive advantage. It then discusses the historical trend of increasing diversification among large companies from 1949 to 1974, before later refocusing on core businesses. The document also covers various motives for diversification like growth and risk reduction, and Porter's three tests that diversification must meet to create shareholder value through synergies. It analyzes sources of competitive advantage from diversification like economies of scope and internalizing transactions.
This document summarizes key concepts from Chapter 8 of a textbook on corporate strategy and diversification. It discusses strategic options for diversification, such as broadening scope or retrenching. It also covers evaluating diversification to build shareholder value, potential for synergy, and approaches to diversifying like acquisition or internal development. Additional topics include related vs unrelated diversification, strategic fit, and evaluating an existing diversified company's strategy. The document provides frameworks and considerations for diversification strategy development and evaluation.
The document provides an overview of strategies for tailoring business strategies to different industry and company situations. It discusses strategic options for competing in emerging, rapidly growing, mature, stagnant/declining, turbulent, and fragmented industries. It also outlines strategies based on a company's market position as an industry leader, runner-up firm, or weak/crisis-ridden business. The document contains chapter roadmaps, descriptions of industry characteristics, strategic considerations, and potential strategic options for various competitive environments.
This chapter discusses how corporate culture and leadership are keys to good strategy execution. It identifies the key features of corporate culture, such as core values and operating practices. Strong cultures have clearly defined values that are widely shared, while weak cultures lack cohesion. The chapter also discusses unhealthy, high-performance, and adaptive cultures. An aligned culture can aid strategy execution, while a misaligned culture can hinder it. Leaders must change problem cultures and ground culture in core values. Effective leadership is also needed to lead the strategy execution process and make timely corrective adjustments.
This document discusses various competitive strategies that firms can employ, including low-cost leadership, differentiation, focus/niche strategies, cooperative strategies, mergers and acquisitions, and vertical integration/outsourcing strategies. It provides details on how each strategy can provide competitive advantages and disadvantages, and when each strategy may be most effective.
This document discusses frameworks for analyzing industries and competition. It begins by outlining Porter's five forces model for understanding competitive dynamics within an industry. It then examines key considerations for analyzing an industry's structure like economic traits, competitive forces, drivers of change, competitors, and success factors. The document provides guidance on assessing these industry-level and firm-level factors to identify attractive strategic options for a company.
The document discusses the strategic management process and its key tasks. It explains that strategic management involves crafting a strategy to achieve objectives, setting objectives, developing a strategic vision and mission, implementing and executing the strategy, and monitoring/revising as needed. Some of the main topics covered include defining strategy, developing a strategic vision and mission, setting SMART objectives, understanding a company's strategy by examining its pattern of actions, and the strategic role of a board of directors in critically appraising and approving strategic plans.
This document outlines strategies for competing in globalizing markets. It discusses why companies expand into foreign markets and the differences between multi-country and global competition. Some key strategy options for entering foreign markets are exporting, licensing, franchising, pursuing a multi-country strategy, or a global strategy. A global strategy works best when products and customer needs are similar worldwide, while a multi-country strategy is better when needs vary significantly between countries. Pursuing competitive advantage internationally involves locating activities in different countries to lower costs or transfer capabilities across borders.
This document discusses various competitive strategies that firms can employ, including low-cost leadership, differentiation, focus/niche strategies, cooperative strategies like strategic alliances, and vertical integration/outsourcing strategies. It provides details on how each strategy can provide competitive advantages and disadvantages, and when each strategy may be most effective.
This document discusses concepts related to industry and competitive analysis. It defines situation analysis as considering both a company's external macro-environment (industry and competitive conditions) and internal micro-environment (competencies and resource strengths/weaknesses). It describes analyzing a company's industry using models like the five competitive forces and experience curves. It also covers assessing industry attractiveness by evaluating factors like rivalry among existing competitors, threat of new entrants, bargaining power of suppliers and buyers, and availability of substitute products.
The document defines marketing and discusses its evolution from a production and product-focused concept to a more holistic, customer-centered concept focused on meeting customer needs and building relationships. It discusses how marketing has expanded beyond the traditional 4Ps of product, price, place, and promotion to also include people, processes, programs, and performance in order to take a more integrated, holistic approach.
1. The document discusses developing marketing strategies and plans, with a focus on strategic planning being central to successful marketing. It outlines the key components of strategic plans, including defining missions, identifying business units, and assessing growth opportunities.
2. Tactical marketing plans are developed to specify marketing mix tactics to achieve strategic objectives. These plans operate at both strategic and tactical levels.
3. Marketing plans contain sections on situation analyses, marketing strategies, financial projections, and implementation controls. They provide guidelines for coordinating marketing efforts over the planning period.
Tax considerations for employee remuneration packages can benefit both employers and employees through cost reductions and enhanced benefits. While tax efficiency was previously a major driver of benefits, governments have tightened rules related to tax treatment. It is crucial to stay up to date on changing fiscal regulations affecting salaries to ensure tax compliance.
Perquisites are non-cash elements of compensation that are provided in addition to salary to facilitate better job performance or increase the total value of compensation. The term should only refer to benefits that directly help with job duties rather than personal needs or security. Perquisites augment an employee's total compensation package beyond just cash payments.
Reward management is concerned with developing and applying strategies and policies to fairly, equitably, and consistently compensate employees based on their value to the organization in a way that helps the organization achieve its strategic goals. It aims to reward people based on their contributions and support the organization's objectives. The goal is to link compensation to both individual performance and business success.
Compensation policy is affected by several key factors including supply and demand in the labor market, union influence, a company's financial ability to pay workers, employee productivity levels, the local cost of living, and government regulations.
Team pay is used to encourage cooperative behaviors like information sharing, unselfish actions that help the team over personal interests, and mutual monitoring where members provide feedback to one another. These behaviors include peer cooperation, sacrificing free time to help the team meet important goals, and giving performance feedback to teammates.
This document outlines the key elements of an effective performance management system including planning performance through setting objectives and expectations, regularly reviewing performance through feedback and coaching, and rewarding performance whether through financial means like pay and bonuses or non-financial means like recognition and praise. The performance management process aims to work as a continuous "virtuous cycle" of setting goals, monitoring progress, and providing incentives.
There are two main types of teams: work teams that control ongoing business processes like customer service or manufacturing and are permanently assigned, focusing on product quality; and project teams that have limited timeframes like new product design or construction and focus on on-time delivery, budgets, and quality, with members reassigned after completion.
This document discusses the different components that make up an employee's total reward package, including financial rewards like base pay, variable pay, share ownership, and benefits. It also covers non-financial rewards such as recognition, skills development opportunities, and factors that contribute to an employee's quality of working life. The total reward package aims to compensate and motivate employees through both financial and non-financial means.
The document discusses pay progression mechanisms and ratings. It suggests using flexible increments and guidelines, with line management holding the budget and making exceptions-only decisions on ratings and pay. Total ownership and a focus on management capability and messaging are emphasized.
Team-based pay involves paying employees as part of a team rather than individually. A team is defined as a group of 2 to 25 employees who are accountable to each other for common goals, interact regularly, and have the potential for synergy between members.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs