Developing Sustainable Competitive Advantages for Colleges and UniversitiesStamats
Developed by Dr. Robert A. Sevier, senior vice president, strategy, with Stamats, this presentation will help college and university professionals understanding how competitive advantages in higher education really work, and how to develop sustainable sources of competitive advantage.
1) The document discusses achieving and sustaining competitive advantage for a college by fostering creativity, innovation, branding, and marketing capabilities among stakeholders.
2) It emphasizes the importance of continuous improvement, collective vision, transparency, and cross-cultural communication in innovation.
3) Developing a strong brand proposition that resonates with customers and is echoed consistently internally is key to successful brand positioning.
4) Fostering market knowledge, penetration, development and share are important marketing capabilities for stakeholders.
The document discusses various strategies for achieving sustainable competitive advantage (SCA). It defines competitive advantage and discusses approaches like strategic vision, strategic opportunism, and a combined vision-opportunism approach. Porter's generic strategies of low cost, differentiation, and focus are explained. Other approaches like preemptive moves and synergies are also summarized. Specific strategies like quality option, brand building, strategic positioning, and first-mover advantages through innovation are provided as examples. Risks of strategic stubbornness and strategic drift are also highlighted.
The document discusses strategic planning and marketing plans. It covers 10 learning outcomes related to strategic planning, including understanding the importance of strategic marketing and marketing plans, developing business mission statements, setting objectives, conducting situation analyses, identifying competitive advantages, discussing strategic alternatives and target markets, describing marketing mix elements, and explaining the need for implementation, evaluation and control of marketing plans.
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
This document summarizes Porter's generic competitive strategies of cost leadership, differentiation, and focus. It explains that competitive advantage comes from low cost or differentiation. Cost leadership aims for overall low cost and broad market scope, while differentiation offers unique products/services. Focus strategy pursues either approach but targets a narrow customer segment or market niche. The document also discusses barriers to imitation that allow sustained competitive advantage and reasons why companies fail, such as inertia and prior strategic commitments limiting flexibility.
This document discusses sustainability of competitive advantage. It defines sustainable competitive advantage as a unique position that allows a firm to consistently outperform competitors by possessing valuable processes and positions that cannot be easily duplicated. Sustainable advantages are built over time based on unique competencies like knowledge, innovation, and information. Examples of sustainable advantages include low costs, strong brands, barriers to entry, product differentiation, and outstanding management. Threats include imitation by competitors and dissipation of advantages over time due to changes in a company or customer demands.
This document discusses internal analysis and identifying a company's strengths and weaknesses. It defines distinctive competencies as firm-specific strengths that allow a company to gain competitive advantages through differentiation or lower costs. Resources and capabilities are the basis for distinctive competencies. Competitive advantages lead to greater value creation, pricing power, and profitability. Key aspects that drive competitive advantages are efficiency, quality, innovation, and responsiveness to customers.
Developing Sustainable Competitive Advantages for Colleges and UniversitiesStamats
Developed by Dr. Robert A. Sevier, senior vice president, strategy, with Stamats, this presentation will help college and university professionals understanding how competitive advantages in higher education really work, and how to develop sustainable sources of competitive advantage.
1) The document discusses achieving and sustaining competitive advantage for a college by fostering creativity, innovation, branding, and marketing capabilities among stakeholders.
2) It emphasizes the importance of continuous improvement, collective vision, transparency, and cross-cultural communication in innovation.
3) Developing a strong brand proposition that resonates with customers and is echoed consistently internally is key to successful brand positioning.
4) Fostering market knowledge, penetration, development and share are important marketing capabilities for stakeholders.
The document discusses various strategies for achieving sustainable competitive advantage (SCA). It defines competitive advantage and discusses approaches like strategic vision, strategic opportunism, and a combined vision-opportunism approach. Porter's generic strategies of low cost, differentiation, and focus are explained. Other approaches like preemptive moves and synergies are also summarized. Specific strategies like quality option, brand building, strategic positioning, and first-mover advantages through innovation are provided as examples. Risks of strategic stubbornness and strategic drift are also highlighted.
The document discusses strategic planning and marketing plans. It covers 10 learning outcomes related to strategic planning, including understanding the importance of strategic marketing and marketing plans, developing business mission statements, setting objectives, conducting situation analyses, identifying competitive advantages, discussing strategic alternatives and target markets, describing marketing mix elements, and explaining the need for implementation, evaluation and control of marketing plans.
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
This document summarizes Porter's generic competitive strategies of cost leadership, differentiation, and focus. It explains that competitive advantage comes from low cost or differentiation. Cost leadership aims for overall low cost and broad market scope, while differentiation offers unique products/services. Focus strategy pursues either approach but targets a narrow customer segment or market niche. The document also discusses barriers to imitation that allow sustained competitive advantage and reasons why companies fail, such as inertia and prior strategic commitments limiting flexibility.
This document discusses sustainability of competitive advantage. It defines sustainable competitive advantage as a unique position that allows a firm to consistently outperform competitors by possessing valuable processes and positions that cannot be easily duplicated. Sustainable advantages are built over time based on unique competencies like knowledge, innovation, and information. Examples of sustainable advantages include low costs, strong brands, barriers to entry, product differentiation, and outstanding management. Threats include imitation by competitors and dissipation of advantages over time due to changes in a company or customer demands.
This document discusses internal analysis and identifying a company's strengths and weaknesses. It defines distinctive competencies as firm-specific strengths that allow a company to gain competitive advantages through differentiation or lower costs. Resources and capabilities are the basis for distinctive competencies. Competitive advantages lead to greater value creation, pricing power, and profitability. Key aspects that drive competitive advantages are efficiency, quality, innovation, and responsiveness to customers.
The document summarizes Hyundai Motor Company's launch of its new Genesis model in 2007 to target the high-end car market. It discusses how Hyundai shifted from a strategy of cost leadership to one of differentiation. The company introduced the Genesis to move beyond being seen only as a provider of cheap, decent quality cars in the US market. The Genesis allowed Hyundai to compete in the premium car segment and diversify its strategy for global competitiveness.
Developing competitive advantage and strategic focusAshraf Hlouh
The document discusses SWOT analysis and its application in marketing strategy. It defines SWOT analysis and explains its key elements - strengths, weaknesses, opportunities, and threats. It also discusses how to conduct a SWOT analysis, including developing a SWOT matrix and examining internal/external factors from the customer's perspective. The document provides tips for making SWOT analysis more productive, such as focusing analysis on specific products/markets, collaborating across business functions, and separating internal vs. external issues. The overall goal of SWOT analysis is to help identify competitive advantages and inform the strategic focus of a company's marketing efforts.
The document discusses the five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focused or niche strategies. It provides an overview of each strategy, including their objectives, keys to success, examples, and risks. Specifically, it outlines that the five strategies are low-cost provider, differentiation, best-cost provider, and two focused strategies. It also notes that each strategy positions a company differently and has tradeoffs to consider when deciding which one to pursue.
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
This document discusses competitive strategy and competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are lower costs, differentiation, focus. Michael Porter identified three generic strategies: cost leadership, differentiation, and focus. Firms can pursue integrated or hybrid strategies. Sustainable competitive advantage is durable, valuable, rare, difficult to imitate. The strategies for market leaders are defensive strategies like position defense. Challengers pursue attack strategies like frontal attack. Followers imitate and adapt. Nichers target small, overlooked market segments.
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.
This document discusses product differentiation as a business-level strategy. It defines product differentiation as creating perceived value and customer preference for a firm's products over competitors. Firms can differentiate based on product attributes, relationships with customers, or relationships within the firm. To achieve competitive advantage, a differentiation strategy must be valuable, rare, difficult to imitate, and the firm must be organized to exploit it.
The document discusses Michael Porter's concepts of competitive advantage and value chain analysis. It explains that firms can achieve competitive advantage through cost leadership or differentiation. Value chain analysis involves identifying activities that contribute to these strategies and analyzing the sources of competitive advantage. Primary and support activities are discussed along with cost drivers and how to control costs to achieve a cost advantage. Differentiation strategies are also covered, including identifying sources of differentiation and determining how to create buyer value through differentiation.
This document discusses five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focused strategies. It provides details on each strategy, including keys to success and potential pitfalls. For a low-cost strategy, a firm must make lowering costs a priority and find ways to achieve cost advantages that are difficult for rivals to copy. Differentiation requires incorporating unique features that cause buyers to prefer the firm's products over rivals. A best-cost strategy combines aspects of low-cost and differentiation to provide superior value. Focused strategies involve targeting a narrow niche market and developing capabilities to serve that niche's specific needs.
The document summarizes Michael Porter's framework for competitive strategy. It outlines the five competitive forces that determine the intensity of industry competition: threat of new entry, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. It then discusses how firms can gain a competitive advantage by positioning themselves in the industry where these forces are weakest or by influencing the competitive balance through strategic changes. The document also covers Porter's generic strategies of cost leadership, differentiation, and focus.
The document outlines the course outline for a strategic management course taught by Prof. Dr. Lütfiha Alpkan. The course is divided into 4 parts covering topics such as competitive analysis, SWOT analysis, strategy choice, and global competition. It includes 15 class sessions from September to December, covering various chapters and concepts through teaching plans and learning objectives. Key strategic management concepts like vision, mission, strategic goals and performance criteria are also defined in brief summaries.
The document discusses competitive strategies and competitive advantage. It defines competitive advantage and explains how firms can obtain it through controlling resources that others do not have, doing something better than competitors, or doing something competitors cannot do. It also discusses Porter's generic competitive strategies of cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs while differentiation involves offering unique products/services.
Competitive strategies aim to attract customers, withstand competition, and strengthen market position by exploiting competitive advantages. There are three generic competitive strategies: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry while differentiation involves offering unique products/services. Focus strategy pursues either approach but in a narrow customer segment. Functional strategies play a key role in determining and implementing the overall competitive strategy.
Porter’s five forces and generic strategiesRohit Dobaria
The document discusses Porter's Five Forces model and generic strategies. Porter's Five Forces model identifies 5 competitive forces that shape industry profitability: 1) bargaining power of suppliers, 2) bargaining power of customers, 3) threat of new entrants, 4) threat of substitutes, and 5) competitive rivalry. The generic strategies are cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs to gain advantage, while differentiation uses unique value to charge higher prices. The focus strategy targets a specific group.
Business level strategy: Creating and Sustaining Competitive AdvantagesAngelica Angelo Ocon
This chapter discusses three generic business-level strategies - overall cost leadership, differentiation, and focus strategy. It explains how each strategy can create competitive advantages and improve a firm's position against the five competitive forces. The chapter also addresses integrating cost leadership and differentiation strategies, industry life cycles and strategic implications, and turnaround strategies.
This document summarizes key aspects of analyzing a company's external environment, including the macroenvironment, industry environment, and competitive forces. It discusses Porter's five forces model and how to assess the competitive intensity and attractiveness of an industry based on factors like rivalry, threat of new entry and substitution, and bargaining powers of suppliers and buyers. Key drivers of change and their impact on competitive dynamics are also addressed.
This document summarizes Porter's generic competitive strategies framework, which identifies three strategies for achieving competitive advantage: cost leadership, differentiation, and focus (specialization). Cost leadership involves having the lowest costs, differentiation involves being unique in the industry, and focus involves targeting a narrow market segment. Examples of companies using each strategy are provided, along with criticisms of Porter's framework noting that companies can use hybrid strategies. The document concludes by introducing the blue ocean strategy as an alternative to Porter's framework.
Competitive Advantage And Core Competenciespriyanka
The document discusses competitive advantage, core competencies, and various corporate strategies. It provides definitions and concepts related to competitive advantage, core competencies, and strategies such as amalgamation, merger, demerger, slump sale, takeover, disinvestment, joint venture, and franchising. Core competencies are unique skills or expertise that provide competitive advantages and allow companies to access new markets. Effective strategies allow companies to optimize their business portfolio.
Strategic management and competitive dynamics Hamzah Rehail
This document provides an overview of strategic management and competitive dynamics. It discusses the strategic management process, which includes strategy formulation, implementation, and evaluation. Key aspects of strategy formulation are analyzing external opportunities/threats and internal strengths/weaknesses, developing long-term objectives and strategies. Porter's Five Forces model is also summarized. The document then discusses competitive dynamics, including analyzing competitors, drivers of competitive actions, strategic vs. tactical moves, first and second movers, and how organizational size, reputation, and market cycles impact competitive behaviors.
Chap004 understanding company's resources and positionAjit Kumar
This chapter discusses analyzing a company's resources, competitive position, and strategy. It introduces five key questions to guide a situation analysis: 1) How well is the present strategy working? 2) What are the company's strengths, weaknesses, opportunities, and threats? 3) Are prices and costs competitive? 4) Is the company stronger or weaker than rivals? 5) What issues need attention? It then provides frameworks and approaches to answer each question, including assessing strategy performance, conducting a SWOT analysis, using value chain analysis and benchmarking to evaluate costs, and comparing the company to rivals on key success factors.
Gaining Competitive Advantage through Benefits RealizationSVPMA
Presentation by Prashanth Naidu at SVPMA Monthly Event August 2012: Approach to measure benefits of product investments and using that as a competitive advantage.
Click below for details notes from the event:
http://svpma.org/2012/08/august-2012-event/
1. During the period from 1860 to 1890, the railroad system in the United States expanded rapidly, connecting more areas and stimulating economic growth.
2. Railroad barons consolidated smaller rail lines into large companies that dominated regions, though their business practices were questionable and anti-competitive.
3. The expansion of the railroad network drove population shifts and economic development while also improving technology and standards in areas like communication.
The document summarizes Hyundai Motor Company's launch of its new Genesis model in 2007 to target the high-end car market. It discusses how Hyundai shifted from a strategy of cost leadership to one of differentiation. The company introduced the Genesis to move beyond being seen only as a provider of cheap, decent quality cars in the US market. The Genesis allowed Hyundai to compete in the premium car segment and diversify its strategy for global competitiveness.
Developing competitive advantage and strategic focusAshraf Hlouh
The document discusses SWOT analysis and its application in marketing strategy. It defines SWOT analysis and explains its key elements - strengths, weaknesses, opportunities, and threats. It also discusses how to conduct a SWOT analysis, including developing a SWOT matrix and examining internal/external factors from the customer's perspective. The document provides tips for making SWOT analysis more productive, such as focusing analysis on specific products/markets, collaborating across business functions, and separating internal vs. external issues. The overall goal of SWOT analysis is to help identify competitive advantages and inform the strategic focus of a company's marketing efforts.
The document discusses the five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focused or niche strategies. It provides an overview of each strategy, including their objectives, keys to success, examples, and risks. Specifically, it outlines that the five strategies are low-cost provider, differentiation, best-cost provider, and two focused strategies. It also notes that each strategy positions a company differently and has tradeoffs to consider when deciding which one to pursue.
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
This document discusses competitive strategy and competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are lower costs, differentiation, focus. Michael Porter identified three generic strategies: cost leadership, differentiation, and focus. Firms can pursue integrated or hybrid strategies. Sustainable competitive advantage is durable, valuable, rare, difficult to imitate. The strategies for market leaders are defensive strategies like position defense. Challengers pursue attack strategies like frontal attack. Followers imitate and adapt. Nichers target small, overlooked market segments.
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.
This document discusses product differentiation as a business-level strategy. It defines product differentiation as creating perceived value and customer preference for a firm's products over competitors. Firms can differentiate based on product attributes, relationships with customers, or relationships within the firm. To achieve competitive advantage, a differentiation strategy must be valuable, rare, difficult to imitate, and the firm must be organized to exploit it.
The document discusses Michael Porter's concepts of competitive advantage and value chain analysis. It explains that firms can achieve competitive advantage through cost leadership or differentiation. Value chain analysis involves identifying activities that contribute to these strategies and analyzing the sources of competitive advantage. Primary and support activities are discussed along with cost drivers and how to control costs to achieve a cost advantage. Differentiation strategies are also covered, including identifying sources of differentiation and determining how to create buyer value through differentiation.
This document discusses five generic competitive strategies: low-cost provider, differentiation, best-cost provider, and focused strategies. It provides details on each strategy, including keys to success and potential pitfalls. For a low-cost strategy, a firm must make lowering costs a priority and find ways to achieve cost advantages that are difficult for rivals to copy. Differentiation requires incorporating unique features that cause buyers to prefer the firm's products over rivals. A best-cost strategy combines aspects of low-cost and differentiation to provide superior value. Focused strategies involve targeting a narrow niche market and developing capabilities to serve that niche's specific needs.
The document summarizes Michael Porter's framework for competitive strategy. It outlines the five competitive forces that determine the intensity of industry competition: threat of new entry, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. It then discusses how firms can gain a competitive advantage by positioning themselves in the industry where these forces are weakest or by influencing the competitive balance through strategic changes. The document also covers Porter's generic strategies of cost leadership, differentiation, and focus.
The document outlines the course outline for a strategic management course taught by Prof. Dr. Lütfiha Alpkan. The course is divided into 4 parts covering topics such as competitive analysis, SWOT analysis, strategy choice, and global competition. It includes 15 class sessions from September to December, covering various chapters and concepts through teaching plans and learning objectives. Key strategic management concepts like vision, mission, strategic goals and performance criteria are also defined in brief summaries.
The document discusses competitive strategies and competitive advantage. It defines competitive advantage and explains how firms can obtain it through controlling resources that others do not have, doing something better than competitors, or doing something competitors cannot do. It also discusses Porter's generic competitive strategies of cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs while differentiation involves offering unique products/services.
Competitive strategies aim to attract customers, withstand competition, and strengthen market position by exploiting competitive advantages. There are three generic competitive strategies: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry while differentiation involves offering unique products/services. Focus strategy pursues either approach but in a narrow customer segment. Functional strategies play a key role in determining and implementing the overall competitive strategy.
Porter’s five forces and generic strategiesRohit Dobaria
The document discusses Porter's Five Forces model and generic strategies. Porter's Five Forces model identifies 5 competitive forces that shape industry profitability: 1) bargaining power of suppliers, 2) bargaining power of customers, 3) threat of new entrants, 4) threat of substitutes, and 5) competitive rivalry. The generic strategies are cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs to gain advantage, while differentiation uses unique value to charge higher prices. The focus strategy targets a specific group.
Business level strategy: Creating and Sustaining Competitive AdvantagesAngelica Angelo Ocon
This chapter discusses three generic business-level strategies - overall cost leadership, differentiation, and focus strategy. It explains how each strategy can create competitive advantages and improve a firm's position against the five competitive forces. The chapter also addresses integrating cost leadership and differentiation strategies, industry life cycles and strategic implications, and turnaround strategies.
This document summarizes key aspects of analyzing a company's external environment, including the macroenvironment, industry environment, and competitive forces. It discusses Porter's five forces model and how to assess the competitive intensity and attractiveness of an industry based on factors like rivalry, threat of new entry and substitution, and bargaining powers of suppliers and buyers. Key drivers of change and their impact on competitive dynamics are also addressed.
This document summarizes Porter's generic competitive strategies framework, which identifies three strategies for achieving competitive advantage: cost leadership, differentiation, and focus (specialization). Cost leadership involves having the lowest costs, differentiation involves being unique in the industry, and focus involves targeting a narrow market segment. Examples of companies using each strategy are provided, along with criticisms of Porter's framework noting that companies can use hybrid strategies. The document concludes by introducing the blue ocean strategy as an alternative to Porter's framework.
Competitive Advantage And Core Competenciespriyanka
The document discusses competitive advantage, core competencies, and various corporate strategies. It provides definitions and concepts related to competitive advantage, core competencies, and strategies such as amalgamation, merger, demerger, slump sale, takeover, disinvestment, joint venture, and franchising. Core competencies are unique skills or expertise that provide competitive advantages and allow companies to access new markets. Effective strategies allow companies to optimize their business portfolio.
Strategic management and competitive dynamics Hamzah Rehail
This document provides an overview of strategic management and competitive dynamics. It discusses the strategic management process, which includes strategy formulation, implementation, and evaluation. Key aspects of strategy formulation are analyzing external opportunities/threats and internal strengths/weaknesses, developing long-term objectives and strategies. Porter's Five Forces model is also summarized. The document then discusses competitive dynamics, including analyzing competitors, drivers of competitive actions, strategic vs. tactical moves, first and second movers, and how organizational size, reputation, and market cycles impact competitive behaviors.
Chap004 understanding company's resources and positionAjit Kumar
This chapter discusses analyzing a company's resources, competitive position, and strategy. It introduces five key questions to guide a situation analysis: 1) How well is the present strategy working? 2) What are the company's strengths, weaknesses, opportunities, and threats? 3) Are prices and costs competitive? 4) Is the company stronger or weaker than rivals? 5) What issues need attention? It then provides frameworks and approaches to answer each question, including assessing strategy performance, conducting a SWOT analysis, using value chain analysis and benchmarking to evaluate costs, and comparing the company to rivals on key success factors.
Gaining Competitive Advantage through Benefits RealizationSVPMA
Presentation by Prashanth Naidu at SVPMA Monthly Event August 2012: Approach to measure benefits of product investments and using that as a competitive advantage.
Click below for details notes from the event:
http://svpma.org/2012/08/august-2012-event/
1. During the period from 1860 to 1890, the railroad system in the United States expanded rapidly, connecting more areas and stimulating economic growth.
2. Railroad barons consolidated smaller rail lines into large companies that dominated regions, though their business practices were questionable and anti-competitive.
3. The expansion of the railroad network drove population shifts and economic development while also improving technology and standards in areas like communication.
This document contains excerpts from various sources on a range of topics including sustainable competitive advantage, research, consulting, strategy, competitive advantage, and key buying criteria. It discusses developing capability gaps, emerging from business and position gaps as well as regulatory, legal, and organizational quality gaps. It also distinguishes between strategic competitive advantage at the overall level versus segment competitive advantage and notes that sustainable competitive advantage is not the end goal.
The document discusses how organizations can maximize the business value of their IT capabilities. It recommends that companies align IT services and spending with their business strategies and competitive advantages. Investments should extend corporate capabilities while cutting investments that do not support business initiatives. IT should also migrate spending from maintenance to providing new business value and aligning with emergent priorities through new models. This will enhance an organization's capabilities by properly aligning IT skills, competencies, and training.
The ways of SCM transformation in the main competitive advantage of the companyVladislav Mandryka
Strategic sourcing is a systematic process of analyzing spending data, both internally and externally, to develop an optimal supplier strategy. The goals are to reduce costs, improve quality, increase ROI, and facilitate just-in-time delivery. The classic strategic sourcing process involves 7 steps: 1) identifying commodity groups, 2) developing a sourcing strategy, 3) generating a supplier portfolio, 4) implementing the strategy, 5) managing negotiations, 6) operational integration, and 7) continuous benchmarking and market monitoring. This ensures strategic sourcing remains an ongoing process that adapts to changes in the supply market.
Mr.Tulsi Tanti's speech at the BRICS 2014 Summit on ‘Economic Integration-Cha...Suzlon Group
Summary of the Speech Presented by Mr. Tulsi Tanti, Suzlon Group on ‘Economic Integration-Challenges for Sustainable Growth’ at BRICS Business Forum July 14, 2014
This document discusses strategies for reducing the total cost of ownership (TCO) of computer technology in schools. It suggests:
1. Defining how technology will be used and adopting uniform equipment standards to reduce costs and simplify support.
2. Implementing terminal servers and thin clients to reduce desktop support costs, though this requires robust infrastructure.
3. Establishing replacement cycles and considering leasing to keep equipment current and support costs lower.
4. Purchasing support services like extended warranties and adequate technical support to minimize downtime and expenses.
The document provides an overview of the growth of industry and industrialization in the United States from the late 1800s to early 1900s. It describes how the expansion of railroads connected the country and stimulated economic growth. New technologies like the telegraph, telephone, and electric power transformed communication and manufacturing. Large corporations like Standard Oil and U.S. Steel dominated industries through consolidation and vertical integration. Industrialization led to population growth in cities and poor working conditions that spurred the rise of labor unions fighting for workers' rights.
Total cost of ownership (TCO) considers all direct and indirect costs associated with purchasing, owning, and disposing of a good or service from a supplier. TCO includes acquisition costs, ownership costs like maintenance and downtime, and post-ownership costs like warranty repairs or environmental impact. Calculating TCO allows managers to make informed supplier selection and negotiation decisions based on the total lifetime costs rather than just the purchase price. TCO analysis provides benefits like improved performance measurement, decision making, communication, insight, and support for continuous improvement efforts. However, cultural resistance to change, lack of education and resources can present barriers to implementing a TCO approach.
The document discusses international procurement strategies and global sourcing strategies. It defines strategic purchasing as coordinating procurement requirements across business units to acquire goods and services in a way that supports business needs. A global sourcing strategy aims to reduce costs, access new technologies, establish alternative suppliers to reduce risk, and take advantage of superior quality from supplier investments. Developing an effective global sourcing strategy requires determining objectives, quality standards, quantities, suppliers, prices, and managing various risks and challenges of operating across different countries.
The document is a case study presentation by Team Renegade about Suzlon's One Earth campus. The campus is a LEED Platinum and GRIHA Five Star certified sustainable development in Pune, India. It utilizes renewable energy sources, efficient water and waste management systems, and green building materials. The campus aims to be net zero in its energy and water usage through these sustainable design and operating practices.
This document discusses fundamentals of international purchasing and procurement strategy. It defines international purchasing as commercial transactions between buyers and suppliers in different countries. The goals are to meet manufacturing needs, ensure reliable supply sources, and access optimal global sources regardless of location. Drivers of international purchasing include technological advances, declining communication/transportation costs, and economic transformation in emerging markets. Challenges include lack of cross-cultural skills, tariffs, long lead times, and legal/logistical issues. Success requires centralized decision making, decentralized operations, communication, information sharing, critical resources, and sourcing/contracting systems. Future trends include seeking globally capable suppliers and cost reduction through emerging low-cost markets.
Total Cost of Ownership, what is it ? and why do we need to know more about it.Ashraf Osman
This is a brief presentation about TCO, a subject that should be addressed by all CIO's. A lot of savings can be realized when one gives TCO a careful look ..
The document outlines an agenda for a workshop on total cost of ownership (TCO). The agenda includes an introduction to TCO, understanding TCO, a group discussion, case study, and closure. It then provides examples of costs that must be considered when calculating the TCO of a bus, computer network, or other purchase beyond the initial price. These include maintenance, repairs, staffing needs, and more. Finally, it shares the TCO calculation and results for a 16-ton tipper truck over 8 years, finding the net TCO is approximately 11.3 million Indian rupees.
Our always-on culture places a premium on productivity; we spare less and less time for pursuits that don’t have specific goals attached. The paradox is that to compete successfully, we need to embrace play. So increasingly, adults will seek to balance out their busy lives with more unstructured time.
Suzlon is a leading global wind energy company headquartered in India. It has over 16,000 employees across 25 countries. Suzlon has manufacturing facilities across India, China, and other locations that produce wind turbines ranging from 600 kW to 2.1 MW capacity. It aims to be among the top three wind energy companies worldwide through technology leadership and a focus on customer satisfaction. Suzlon has a global market share of around 10% and supplies wind power projects across Asia, Europe, Australia, and the Americas.
The document discusses the benefits and risks of international procurement. It begins by defining procurement and outlining the research objectives, which are to examine the benefits and risks of international procurement and determine if issues exist globally. Key benefits identified are lower costs due to differences in currency exchange rates and labor costs between countries. However, risks include fraud, poor quality of goods/services, and difficulties managing distant suppliers. The document provides examples and sources to support the benefits and risks discussed.
The document discusses the global wind turbine market and Suzlon Energy Ltd.'s position within it. It analyzes factors like the financial crisis, growth opportunities in different regions, competitors, Porter's five forces, and Suzlon's business strategies, global expansion, challenges, and recommendations to address issues like transitioning to a global supplier and managing working capital.
Suzlon One Earth is the global headquarters of Suzlon Group located in Pune, India. It is one of the world's greenest campuses, receiving the highest ratings for both LEED and GRIHA green building standards. The campus runs entirely on renewable energy and incorporates various environmental and green practices such as water management, waste management, and nature-inspired design. Suzlon One Earth serves as a symbol for the coexistence of people and nature through sustainable practices.
This document discusses fundamentals of international purchasing and procurement strategy. It defines international purchasing as commercial transactions between buyers and suppliers in different countries. The goals are to meet manufacturing needs, ensure reliable supply sources, and access optimal global sources regardless of location. Drivers of international purchasing include technological advances, declining communication/transportation costs, and economic transformation in emerging markets. Challenges include lack of cross-cultural skills, tariffs, long lead times, and legal/logistical issues. Success requires centralized decision making, decentralized operations, communication, information sharing, critical resources, and sourcing/contracting systems. Future trends involve seeking globally capable suppliers and cost reduction through low-cost emerging markets.
The document discusses several key aspects of operations strategy:
1) It defines operations strategy as the intersection of performance objectives (e.g. quality, cost) and operations decisions areas (e.g. capacity, supply network).
2) It explains the three levels of operations strategy - fit, sustainability, and risk. Fit refers to aligning resources with market requirements. Sustainability is developing a competitive advantage. Risk considers the impact of uncertainty.
3) It provides an example of a polar diagram that illustrates the relative importance of different performance objectives for current and new products at a medical company. This helps analyze strategic fit and gaps.
The document provides an overview of key concepts in operations management, including:
1) Defining operations management as the management of converting inputs to outputs using transformation processes.
2) Exploring the performance objectives of quality, speed, flexibility, reliability, and cost that drive operational configuration.
3) Introducing the concept of core competencies that provide competitive advantages.
4) Viewing operations strategically by aligning market requirements with operational capabilities and resources.
5) Discussing frameworks for operational improvement and achieving sustainable fit between markets and operations.
This document discusses an upcoming term project for a class. It provides details about emerging technology briefings that student teams will research and present on. It outlines the requirements for a 20 minute PowerPoint presentation and written report analyzing an emerging technology. It discusses selecting technologies from a provided list and analyzing aspects like the technology's value proposition, industry application and impact, development strategies, and limitations. The document also provides guidance on creating effective visuals for the presentation and contents to include in the written report, such as additional research findings and a bibliography.
Rosenbluth International responded to challenges in the travel agency industry with two strategies: withdrawing from leisure travel and implementing web-based travel technology solutions like DACODA and customer-focused systems. These systems provided competitive advantages like reduced costs and improved customer service globally. Successfully implementing strategic information systems requires justifying benefits, managing risks, identifying appropriate systems, and sustaining competitive advantages over time despite increased competition.
Rosenbluth International responded to challenges in the travel agency industry with two strategies: withdrawing from leisure travel and implementing web-based travel technology solutions like DACODA and customer-focused systems. These systems provided competitive advantages like reduced costs and improved customer service globally. Successfully implementing strategic information systems requires justifying benefits, managing risks, identifying appropriate systems, and sustaining competitive advantages over time despite increased competition.
This document discusses Rosenbluth International, a global travel agency that implemented two strategies to respond to changes in its industry: withdrawing from leisure travel and implementing web-based travel technology. It developed several innovative web applications and a networked infrastructure to better serve customers globally. The document emphasizes that large investments in web-based IT are important for gaining competitive advantages like superior customer service in a globally competitive environment.
Media Management Module 1 Strategy teigland jan24Robin Teigland
Slides from my third lecture in the Strategy module in the 2011 Media Management Course at Stockholm School of Economics and the Royal Institute of Technology. Here is more information on the course: http://nordicworlds.net/2011/01/21/strategy-course-focuses-on-virtual-worlds-and-gaming-industries/.
The document discusses sources of competitive advantage and how to sustain them. It identifies four main sources: structural advantage through economies of scale; strong frontline execution; insight and foresight to anticipate changes; and lower costs. It also discusses differentiation and analyzing value chains to understand customer needs and find unique ways to meet them better than competitors. Sustaining advantage requires designing strategy for robustness against threats like imitation and substitution, and having an agile organization that can learn and adapt over time.
This document discusses various barriers to entry that give incumbent firms competitive advantages over new entrants. It describes several types of incumbency advantages, including scale advantages from large production volumes, cumulative investment advantages from past innovations and advertising, and consumer loyalty advantages. It also discusses network effects and demand-side increasing returns, where the value of a good or service increases as more users adopt it, creating "winner-take-all" markets and strong barriers to entry for new competitors.
This document discusses strategies for building sustainable competitive advantages for single-product businesses, including cost leadership, differentiation, speed, and market focus. It evaluates opportunities for these strategies based on skills, resources, and organizational requirements. Industries are discussed in terms of emerging, maturing, mature/declining, fragmented, and global settings. Grand strategies like diversification, integration, and joint ventures are presented as opportunities to build value. A strategic analysis and choice matrix models different strategies based on competitive position and market growth.
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.
CIT 3122 Strategic Info Systems Lecture 2 - 2021.pptanthonywanjohi5
This document discusses strategic information systems and how they can provide competitive advantage. It defines strategic information systems as those that support or shape a business unit's competitive strategy by improving processes, products or relationships to gain an edge over competitors. Porter's value chain and five forces models are presented as frameworks to analyze an organization's strategy and how information systems can positively impact different forces like new entrants, supplier/buyer power, and competition. Specific strategies are listed like differentiation, cost leadership and innovation that can be supported by information technology implementations.
The document discusses taking manufacturing beyond world class principles. It outlines several key points needed to achieve this, including creating a culture of excellence, aligning values, promoting innovation, building covenantal relationships, enhancing customer success, designing efficient and responsive supply chains, innovating to create value in demand and supply chains, and balancing paradoxes like optimization and risk. The overall message is that manufacturing must innovate continuously and address complexities to become truly "beyond world class".
Galanz is a Chinese appliance manufacturer that has diversified into OEM, OBM, and ODM businesses. It has experienced growth through cost advantages and scale but now faces challenges including low overseas brand awareness, antitrust lawsuits, and conflicts between its business models. The document analyzes Galanz's past strategy, current issues, and opportunities for the future, including developing new capabilities, investing in its brand, and improving production planning. It recommends continuing diversification while better integrating its business units and capturing synergies through shared resources and transfer of competencies across its value chain.
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.
1. The document outlines key factors for determining the attractiveness of an industry, including scope of competition, economic traits, competitive forces, and key success factors.
2. It identifies Porter's five competitive forces that shape industry competition and lists potential strategic moves by rivals, such as adopting offensive or defensive postures.
3. Success is analyzed in terms of factors like technology and production innovation, distribution capabilities, marketing skills, organizational strengths, and other considerations like location and customer service.
1. The document outlines key factors for determining the attractiveness of an industry, including scope of competition, economic traits, competitive forces, and key success factors.
2. It identifies Porter's five competitive forces that shape industry competition and lists potential strategic moves by rivals, such as adopting offensive or defensive postures.
3. Success is analyzed in terms of factors like technology and production innovation, distribution capabilities, marketing skills, organizational strengths, and other considerations like location and customer service.
1. The document outlines key factors for determining the attractiveness of an industry, including the scope of competition, economic traits, competitive forces, and key success factors.
2. It identifies Porter's five competitive forces that shape industry competition as bargaining power of buyers, suppliers, potential new entrants, substitutes, and rivalry among existing competitors.
3. The document also lists possible strategic moves by rivals, such as having objectives to become the dominant leader, move into the top 5 players, or maintain their position through offensive, defensive, or risk-taking postures and strategies like low cost leadership, market niches, or differentiation.
The document summarizes the AXA Way, which is AXA's approach to continuous improvement. It discusses how AXA is a global insurance company that faced challenges like economic downturns and integration issues. To address this, AXA implemented the AXA Way, which focuses on customer satisfaction, using data-driven methods, and empowering employees. Key aspects included gathering customer feedback, measuring KPIs, and encouraging employees to identify and implement improvements. This led to benefits like increased customer satisfaction, retention, and annual gains of €38 million to €200 million.
Dabur repositioned itself to target young consumers in India, who represent the largest demographic segment. It modernized its old brand equity and streamlined business operations. Dabur diversified its portfolio across consumer care, health care, and food categories. It introduced five power brands with different positioning strategies and focused specially on growing its market share in South India from 7% to 10% through customized marketing approaches. Dabur also undertook various restructuring initiatives including establishing an international division and implementing an ERP system to support its future growth strategies aimed at leveraging changing demographics, rising incomes, and growth of organized retail in India.
Dabur repositioned itself as an FMCG company to target young consumers in India. It modernized its old brand equity and streamlined operations. It diversified its portfolio across consumer care, health care, and food. Dabur introduced five power brands with different positioning and price points. It also focused on growing its market share in South India, which contributed only 7% previously, through customized promotions, packaging, and product launches. Dabur also expanded internationally and implemented an ERP system to improve operations.
The document discusses brand equity and its measurement. It defines brand equity as the incremental contribution ($) per year obtained by the brand compared to an unbranded product. Brand equity is driven by consumers' increased choice probability for the branded product. The approach measures three sources of brand equity - brand awareness, attribute perceptions, and non-attribute preferences - and how much each contributes to brand equity directly and indirectly through brand availability. Applying this method provides what-if analysis to predict strategies for enhancing brand equity.
The document analyzes the Enron scandal and identifies key learnings. It discusses how Enron executives prioritized short-term financial gains over ethical behavior, harming stakeholders. Their actions revealed lapses in integrity that destroyed the company. Some key lessons from Enron are that companies should provide real value through goods/services, arrogance from executives should raise red flags, and executives paid too much can feel above rules and cut ethical corners to retain wealth. The scandal showed the need for updated regulations to govern new economy companies.
The document discusses mobile CRM, which extends traditional CRM by incorporating mobile and wireless access. Mobile CRM allows for faster information sharing with sales forces and more accurate understanding of customers. It helps identify profitable customers and close sales faster. Factors like increased mobile device usage and connectivity are driving growth of mobile CRM solutions.
brand building and service marketing at banyan tree hotels and resortssaurabh
Banyan Tree has achieved success through well-designed external and internal marketing programs focused on luxury resort experiences. It has carefully chosen target segments and developed strong positioning and branding strategies centered around delivering high quality products and services. Banyan Tree also supports local communities and engages in environmentally friendly practices. While Banyan Tree's unique positioning has been sustainable so far, maintaining differentiation in an increasingly crowded market will require continued focus on the customer experience and sensory branding. Banyan Tree's brand portfolio, including Angsana and Colours of Angsana, fit together under a common theme of travel romance and world discovery across price points, but future management by individual brand could improve consistency and cross-selling.
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
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.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement