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Presentation Description No description available. Formulating Long-Term Objectives and Grand Strategies: Formulating Long-Term Objectives and Grand Strategies Types of Long-Term Objectives: Types of Long-Term Objectives Profitability Productivity Competitive position Employee development Employee relations Technological leadership Public responsibility Qualities of Long-Term Objectives: Qualities of Long-Term Objectives Acceptable Achievable Flexible Measurable Motivating Suitable Understandable The Balanced Scorecard: It directs a company to link its own long-term strategy with tangible goals and actions.

The Balanced Scorecard 5 Generic Competitive Strategies: J Heinz — because beans and canned vegetables do not permit much of a mark-up, the profit comes from the large volume of cans sold. Thus, Heinz goes to extraordinary lengths to reduce costs — by even one-twentieth of a cent per can. Wal-Mart is famous for squeezing its suppliers to ensure low prices for its goods especially that they are famous for their Every Day Low Pricing strategy EDLP Dell Computer initially achieved market share by keeping inventories low and only building computers to order.

Differentiation Themes unique taste — Dr. RTW stores selling plus-size clothes Risks of Generic Strategies: The Value Disciplines Operational Excellence A specific strategic approach to the production and delivery of products and services.

A company that follows this strategy attempts to lead its industry in price and convenience by pursuing a focus on lean and efficient operations. The Value Disciplines Customer Intimacy Companies excelling in customer intimacy combine detailed customer knowledge with operational flexibility.

The Value Disciplines Product Leadership Companies that pursue the discipline of product leadership strive to produce a continuous stream of state-of-the-art products and services. The 3 challenges that must be met are: Innovation Strategy Involves creating a new product life cycle, thereby making similar existing products obsolete. Horizontal and Vertical Integration Strategies: Horizontal and Vertical Integration Strategies Horizontal Integration Based on growth via acquisition of one or more similar firms operating at the same stage of the production-marketing chain Horizontal and Vertical Integration Strategies: Vertical and Horizontal Integrations Textile producer Textile producer Shirt manufacturer Shirt manufacturer Clothing store Clothing store Motivations for Diversification: Diversification Strategies Concentric Diversification Involves acquisition of businesses related to acquiring firm in terms of technology, markets, or products Diversification Strategies: Diversification Strategies Conglomerate Diversification Involves acquisition of a business because it represents a promising investment opportunity Primary motivation is profit pattern of venture Turnaround Strategy: Turnaround Strategy A turnaround situation represents absolute and relative-to-industry declining performance of a sufficient magnitude to warrant explicit turnaround actions The immediacy of the resulting threat to company survival posed by the turnaround situation is known as situation severity Turnaround responses typically include two stages of strategic activities Retrenchment Recovery response Divestiture and Liquidation Strategies: Divestiture and Liquidation Strategies Divestiture Strategy Involves selling a firm or a major component of a firm Reasons for divestiture Partial mismatches between acquired firm and parent firm Corporate financial needs Government antitrust action Divestiture and Liquidation Strategies: Divestiture and Liquidation Strategies Liquidation Strategy Involves selling parts of a firm, usually for its tangible asset value and not as a going concern The Strategy of Bankruptcy: Corporate Combination Strategies Joint Ventures Involves establishing generic and grand strategy options third company childoperated for the benefit of the co-owners parents Strategic Alliance Involves creating a partnership between two or more companies that contribute skills and expertise to a cooperative project Exists for a defined period Does not involve the exchange of equity Corporate Combination Strategies: Corporate Combination Strategies Consortia are defined as large interlocking relationships between businesses of an industry.

Chapter 3 grand strategy

In Japan such consortia are known forex rates south african rand keiretsus, in South Korea as chaebols A Japanese keiretsu is an undertaking involving up to 50 different firms that are joined around a large trading company or bank and are coordinated making isk in eve guide interlocking directories and stock exchanges Chaebols are typically financed through government banking groups and largely are run earn farmville cash survey professional managers trained by participating firms expressly for the job.

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Formulating Long-Term Objectives and Grand Strategies. Types of Long-Term Objectives: Types of Long-Term Objectives Profitability Productivity Competitive position Employee development Employee relations Technological leadership Public responsibility.

Qualities of Generic and grand strategy options Objectives: Qualities of Long-Term Objectives Acceptable Achievable Sewing machinist work from home Measurable Motivating Suitable Understandable.

Differences between Generic Strategy and Grand Strategy ~ Expand Your Knowledge

Menu of Strategy Options for Winning in the Marketplace: Menu of Strategy Options for Winning in the Marketplace. Pepper multiple features — Microsoft Office wide selection and python default function argument shopping — Home Depot, Wal-Mart engineering design and performance — BMW, Ferrari rapid product innovation prestige and distinctiveness — Rolex, Chanel, Mercedes Benz top-of-the-line image and reputation — Starbucks, Tiffany.

RTW stores selling plus-size clothes. Risks of Generic Associative property binary operations Characteristics of a Concentrated Growth Strategy: Characteristics of a Concentrated Growth Strategy Involves focusing resources on the profitable growth of a single product, in a single market, with a single dominant technology Rationale — Firm develops and exploits its expertise in a delimited competitive arena Determinants of competitive market success Ability to assess market needs Knowledge of buyer behavior Customer price sensitivity Effectiveness of promotion.

Horizontal and Vertical Integration Strategies Horizontal Integration Based on growth via acquisition of one or more similar firms operating at the same stage of the production-marketing chain.

Vertical and Horizontal Integrations: Vertical and Horizontal Integrations Textile producer Textile producer Shirt manufacturer Shirt manufacturer Clothing store Clothing store.

Diversification Strategies Concentric Diversification Involves acquisition of businesses related to acquiring firm in terms of technology, markets, or products. Diversification Strategies Conglomerate Diversification Involves acquisition of a business because it represents a promising investment opportunity Primary motivation is profit pattern of venture. Turnaround Strategy A turnaround situation represents absolute and relative-to-industry declining performance of a sufficient magnitude to warrant explicit turnaround actions The immediacy of the resulting threat to company survival posed by the turnaround situation is known as situation severity Turnaround responses typically include two stages of strategic activities Retrenchment Recovery response.

Divestiture and Liquidation Strategies: Divestiture and Liquidation Strategies Divestiture Strategy Involves selling a firm or a major component of a firm Reasons for divestiture Partial mismatches between acquired firm and parent firm Corporate financial needs Government antitrust action.

Porter's Generic Strategies - Strategy Skills from ywepubuy.web.fc2.com

Divestiture and Liquidation Strategies Liquidation Strategy Involves selling parts of a firm, usually for its tangible asset value and not as a going concern. The Strategy of Bankruptcy: Corporate Combination Strategies Joint Ventures Involves establishing a third company childoperated for the benefit of the co-owners parents Strategic Alliance Involves creating a partnership between two or more companies that contribute skills and expertise to a cooperative project Exists for a defined period Does not involve the exchange of equity.

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