...questions 1-3, page 64) The ABC Cheese Factory – Case Questions (page 65) BSBMKG514A – Implement and Monitor Marketing Activities BSBMKG515A – Conduct a Marketing Audit 1 Jovie Alvarez ID No. 3109617 Chapter 3 – Portfolio Models (review questions 1-3, page 64) 1. What is a portfolio model and how is it used? Is a visual tool for diverse companies to review: – – – all businesses together; where growth is expected (resources needed); and returns generated (cash produced). It provides the decision maker with a starting point for decisions regarding: – – – strategic business units (SBU) retention or deletion general strategic direction (growth, maintenance, deletion) for each SBU resource allocation/redistribution decisions. 2. Using the BCG model: a. Draw and label all parts of the model HIGH 20% STARS QUESTION MARKS MARKET GROWTH (position in the product category life cyle) MED. 10% CASH COWS LOW 0% 10X 1.0X DOGS 0.1X RELATIVE MARKET SHARE (SBU’s market share compared to the largest competitor in the same market) BSBMKG514A – Implement and Monitor Marketing Activities BSBMKG515A – Conduct a Marketing Audit 2 Jovie Alvarez ID No. 3109617 b. Explain each quadrant in terms of market share and market growth Cash cows: – – Units with high market share in a low (slow) growing industry Units typically generate cash in excess of the amount of cash needed to maintain the business. Dogs: – – – ...
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...Texas Instruments and Hawlett-Packard Strategic planning systems Texas Instruments is more diversified company, whereas, Hawlett – Packard single industry with related diversified firms. That is why we suggest TI to use vertical strategic planning system. Business units prepare strategic plans and submit them to senior management to review and approve. For related diversified and single industry firms, like HP, tend to use both vertical and horizontal. The horizontal dimension might be incorporated into the strategic planning process in a number of different ways. Moreover, tend to create new markets and exited as a cost- driven competitors entered and the market matured. In consequence, for HP importance of strategic planning is very high due to uncertainty of environment in a “build” strategy. However, Texas Instruments favored early entry, followed by expansion and consolidation of its position, resulting in dominant market share when the product matured. So, for TI importance of strategic planning is relatively low due to stable environment. Budgeting systems For Hawlett – Packard role of the budget is short-term planning tool, whereas, for Texas Instruments is control tool. HP is concentrated on more flexible production processes to meet the needs of its custom and low-volume markets, while TI concentrated on more capital-intensive and cost-effective production processes to supply its more standard, high-volume markets. For HP, this implies relatively high control...
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...KES SHROFF COLLEGE OF ARTS AND COMMERCE SUBJECT:- STRATEGIC MANAGEMENT PROJECT REPORT ON: B.C.G. (Godrej) And G.E (Yamaha) SUBMITTED TO PROF. Shweta Mishra PRESENTED BY: Group no. 6 MEMBER DETAIL ROLL NO. | NAME | SIGNATURE | SDMS036A | DIPIKA JAIN | | SDMS037A | SHRENIK JAIN | | SDMS038A | AISHWARIYA JOGIA | | SDMS039A | SMRUTI JOSHI | | SDMS040A | VISHAL JOSHI | | SDMS041A | POOJA KAPADIA | | SDMS042A | ASIF KHAN | | ACKNOWLEDGEMENT An old Chinese proverb says; When eating your bamboo sprouts, remember the man who planted them. Now that our sprouts are ready to eat, it is time for us to express our deepest gratitude to all those to have made this possible. We wish to express our sincere gratitude to prof. “ ”, who guided and helped us from time to time to successfully conduct this research. We think her directions were the best thing that could happen to us and our project. We would also like to thank our college for letting us use the library. We hope you enjoy reading the report as much as we enjoyed making it. INDEX SR.NO | Topics | Page No. | 1. | B.C.G Matrix | 5 | 2. | Diagram & its Explanation | 6 | 3. | Godrej | 8 | 4. | G.E Matrix | 11 | 5. | Diagram & its Explanation | 12 | 6. | Yamaha | 13 | 7. | Comparison between B.C.G & G.E Matrix | 16 | 8. | Conclusion | 17 | 9. | Bibliography | 18 | B.C.G MATRIXBoston Consulting Group (BCG) Matrix is a four celled matrix (a 2 * 2 matrix)...
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...The 4 Environment sectors that affect Cisco the most, are – * (E) Market Sector: Being a product maker for consumers as well as business this sector is very important for their sustained revenues. * (A) Industry Sector: the industry that Cisco exists is highly competitive and thus will have an impact. * (J) International Sector: With presence in multiple international markets, this will be an important sector * (F) Technology Sector: Being a technology company, innovation and production techniques are important. Ravi’s personal rank order is : 1. Techniques of production, computers, IT, science, e-commerce (The Technology sector) 2. Customers, clients, potential users of products and services (The Market sector) 3. Competitors, industry size and competitiveness, related industries (The Industry sector). Technology Sector : Trends are - SDN (Software Defined Networking), commoditization of hardware (switches and routers), maturing market of networking, Virtualization and Cloud based services. Techniques of producing software – Agile versus Waterfall. Techniques of producing hardware – Commodity silicon versus custom ASICs. Outsourcing and off-shoring trend : New cutting edge design and development in US (Art). Work that is easily replicable or that can be scripted (Science), is given to cheaper Asian nations. Customers : Enterprise, Service Providers. New trend among Cisco’s clients : they are graduating to be consumers of IT services;...
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...Strategic Choice & Evaluation Paper STR/581 March 17, 2014 Victor Rayneri Executive Summary The University of New Mexico Medical Group, Inc. (UNMMG) was created in 2007 under the University Research Park and Economic Development Act in Albuquerque, New Mexico. UNMMG is classified as a not-for-profit corporation. UNMMG currently employs 900 clinical practitioners, represents 152 specialties who are exclusive caregivers to the state’s only academic medical center – University of New Mexico Hospital (UNMH) ("Review Of University Of New Mexico Medical Group, Inc. Operations", 2013). UNMMG is a multi-specialty group practice that operates 11 clinics in addition to attending at the 76 clinics at UNMH in Albuquerque area ("UNM Medical Group", 2014). UNMMG reports to the UNM Health Systems, which is comprised of the UNM School of Medicine, UNM Hospitals, UNM Sandoval Regional Medical Center, UNM Cancer Center, UNM College of Nursing and the UNM College of Pharmacy. Being the only academic medical center, UNMMG has to compete with other healthcare facilities in the area and in the state to provide high quality and innovation academic medicine. In order to realize growth for any organization, they need to evaluate alternatives such as strategies to maintain a competitive edge among its competitors. Strategies such as the best value discipline, generic strategy, and grand strategy should be identified for the organization. Strategy recommendations and recognitions...
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...company’s competitiveness. Summary The most dominant companies in the world have been shown to have two major characteristics which are strategic planning and core competence. A company’s strategy simply means its master plan for the future while its core competence is its strategic advantage. Most companies that have a strategic intent and a strategic architecture to develop those intent always end up being more dominant than companies that do not project towards the future. The managers of different strategic business units (SBU) in a company or organization must be aware of the common strategic intent being pursued, and collaborate towards it rather than compete against each other for short term benefits. This will enable competences to be easily identified and clarified. Access to diverse markets, distinct customer benefits and distinctiveness are the three major characteristics of a core competence. It is necessary to focus on the core competence in order to capture an emerging market. A core product developed from a core competence, derives an end product which can be sold to a customer at the consumer or manufacturing level. The core products are the components that add to the quality of the end products. Reflection To capture an emerging market, an industry must strive to forecast emerging customer needs. Both strategic intent and strategic architecture must be articulated by top management for SBU managers as a point of convergence. This will make each unit strive towards...
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...society, engendering an inclusive and sustainable development. Classification: Responsible Banking at Yes Bank is divided into 2 broad categories, 1. Responsible Banking – in thought 2. Responsible Banking – in action Responsible Banking – in thought: This is a strategic unit that undertakes sustainability research and development activities in order weave sustainability principles into the Bank’s long term business strategy and ensure triple bottom line accountability. Responsible Banking – in action: This division comprises strategic business units entrusted to address pertinent social and environmental development issues with financial solutions. These units include: 1. Microfinance Institutions Group 2. Inclusive & Social Banking 3. Agribusiness & Rural Banking 4. Sustainable Investment Banking Inclusive & Social Banking (ISB): Its objective is to reach out to the un-banked and under-banked population (in urban and rural areas) by leveraging on branch network, technology edge and relationship capital in the Public, Private and Social sectors. Working with the guiding principle of Frugal Innovations for Financial Inclusion, ISB is continuously developing innovative business models such as YES SAMPANN and forging partnerships for seamless implementation for the same. Agribusiness & Rural Banking: Its objective is to provide end-to-end financial solutions to stakeholders across the entire agricultural value chain, Yes Bank has domiciled...
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...Strategy 2 Organizational Structure 2 Strategic Business Unit/ Background 4 Mission & strategies of the Strategic Business Units 5 Actual Proposal 6 Proposed Portfolio Process 6 Proposed Selection Criteria 6 References 8 Company Raytheon is a major, US defense contractor specializing in defense, homeland security, and other governmental markets around the world. They hold the leading position in innovation of specialized defense technology. They provide state-of-the-art electronics, mission systems integration and other capabilities in the areas of sensing, effects, command, control, communications, and intelligence systems (C3I) as well as a wide range of mission support services. Raytheon serves both domestic and international customers. As a defense contractor in the defense industry, Raytheon depends on the US government for a substantial portion of its business which accounted for approximately 88% of net sales in 2009 and 2010. Vision and Strategy To be the most admired defense and aerospace systems company through our world class people and technology. Their four strategies are: * Focus on key strategic pursuits, technology, and mission assurance to sustain and grow our position in our four core defense markets: sensing, effects, C3I, and mission support. * Leverage our domain knowledge in all markets, including homeland security and cyber-security. * Expand international business by building on our relationships and deep...
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...Case of ABB: Strategic Rise, Decline, and Renewal Carina Gruber(S124586@student.hb.se) Yin Wang(S125066@student.hb.se) Silvia Abendaño Delgado(S124778@student.hb.se ) Introduction In this paper, we research the five solutions to the case of ABB: strategic rise, decline, and renewal. We conduct our solutions by analysis of the kinds of CEOs’ strategies and structures from 1988 to 2008. We completed our solutions by identifying the ideas and factors, which cued key areas to go awry and affect the performance of the business; discussing the key strategic initiatives implemented by the various CEOs appointed; analysis of the pros and cons of matrix structures and compare and contrast with the structures; assessing ABB’s current corporate culture; commenting on some strategic options. Our solutions were based on the book called International Management Managing Across Border and Cultures. 1. Identify Percy Barnevik´s ideals and discuss the factors which caused key areas to go awry and effect the performance of the business. Percy Barnevik´s management had a goal, the goal was to build a company that could lead business in each of the major areas of the world, for this he was focused on the next seven points: * The development of a group-wide umbrella culture: ABB established a common set of values, policies and operational guidelines. * The development of core technologies and core competencies: being a technology leader and market share leader. * The development...
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...Case Study Analysis 8 Nestlé: Sustaining Growth in Mature Markets Strategic Management Instructor Dr. David J. Rambow Associate Professor of Management Summer Term 2011 Anchorage Campus Wayland Baptist University Nestlé: Sustaining Growth in Mature Markets Introduction Dated back to 1866, the Nestlé company had acquired profound knowledge of markets all over the world over the previous 130 years. Nestlé is the leading position in the global food industry with operated factories in 77 countries and sells its products on all six continents. Nestlé has a broadly diversified business portfolio and with leading global market shares in numerous product categories including coffee, mineral water, dairy products, nutrition and baby food, ice cream, confectionary, pet food, and chocolate. Nestlé is also committed to providing quality brands and products that are essential to good health. In doing so, Nestlé incorporated nutritional elements into vast array of product categories to promote food that are safe of high quality (Raisch & Ferlic, 2006). Peter Brabeck-Letmathe took the job as CEO of Nestlé in June 1997; he faced the challenge of having to improve the company’s profitability. In order to generate the financial means required to invest in growth initiatives, Brabeck launched a suite of process innovation initiative in an effort to maximizing existing assets, maximizing capacity utilization, and maximizing distribution logistics...
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...Eastern Europe, Russia, South-east Asia and China. The group has attempted to achieve both global scale and decentralised local presence, with component businesses divided into several thousand profit centres, with remarkably few corporate managers at the top, or at Headquarters. English is the designated company language. A strategy of mergers and acquisitions in order to achieve market leadership and, in selected markets, global dominance, has since characterised the company. BCC: The nature of the business BCC now employs more than 200,000 people and last year total sales amounted to US $28,300 million. The group is organised in five Business Segments: Power station design and build Power transmission and distribution Industry systems and building systems Transportation Financial services The five Business Segments are then subdivided into about 50 international Business Areas. Within Power Transmission and Distribution, for example, there are Business Areas responsible for cables, transformers, high voltage switchgear, network control, network installation and low-voltage apparatus. 2. Structure of BCC A simple distinction can be drawn between globalised and decentralised multi-national companies: Globalised Multi National Corporations Two types of globalised multi national corporations can be identified: those that centralise policy making at the corporate head quarters, called ‘ethnocentric’ corporations those that...
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...is a leading UK retailer selling clothing, food, and housewares. In 2007, the company put sustainability at the heart of its business. In order to succeed, it would have to change the attitudes and the behavior of its shoppers. As a result, it launched Plan A which set out a five year plan involving 100 social and environmental commitments that were expected to shape the future of the company. Plan A would allow the company to resolve some of the big issues facing their business. They called it Plan A because there is “no B when it comes to conserving the earth’s finite resources” (Marks & Spencer Website). Brief Background on Company In 1884, Michael Marks started the company by selling an assortment of goods in an open-air stall in Leeds, UK. In the 1920’s, the company went public and expanded into general merchandise and ready-to-wear clothing. By the 1970’s, the company had become a British icon and a household name. However, from the 1980’s to 1993 came the troubled years. Despite the expansion of its operations in the 1980’s, the retailer had failed to keep current with its shopper’s preferences and this led to financial woes. From 1994 to 2006, it was back to the basics for the company. By 1996, it had rebounded to become the UK’s most profitable retailer. However, this recovery was short lived, and M&S experienced a significant slump in business in 1999 which continued into the early 2000’s with profits and sales declining significantly. “In 2004, Sir Stuart Rose was...
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...Executive Summary The purpose of this report is to conduct a strategic analysis and strategy evaluation on the chosen strategic business unit (SBU) – Heineken. Being the world’s 3rd largest beer brewer, Heineken’s opportunities and threats are subjected to external forces and internal proficiencies. The beer industry is in its mature stage. Therefore, opportunities mostly come from economical, social, technological and environmental factors. With an increase of affluent consumers, especially in emerging markets (i.e. Brazil, Russia, India, China and South Africa), would allow Heineken to expand its brand further. Moreover, changing preferences and ageing population create new prospects through various technological innovations. As consumers are getting more environmental-friendly, Heineken has the vision to implement several green initiatives so as to better position their brand. With 50% of the global beer market held by four largest players, the beer market is highly consolidated, thus very competitive. Hence, it is difficult for new entrants to enter the beer market. Despite being a highly-valued brand, Heineken faces threat from wide availability of substitution and low switching costs by buyers. On the other hand, Heineken’s vertical integration greatly reduced suppliers’ bargaining power. Conversely, due to ease of switching brands at low switching costs, buyers possess higher bargaining power. A strong base of resources and well developed competencies offers...
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...The Case Study for PROJ587 will place the student in the role of a senior manager in charge of one of your company’s Strategic Business Units (SBU). Your first task in this new position is to develop a project portfolio management process and then use this process to select projects for your SBUs portfolio. The Case Study will involve the application of the tools and techniques of multi-project/program management and will deal with the analysis and establishment of project management systems based on the structure of the project. The expected outputs from this Case Study will be in the form of a two part written report due week five. Background The senior management of your company has already made the strategic decisions to allocate annual funding to each of the Strategic Business Units (SBU) within the company. You have been hired to manage one of the companies SBUs. Your new company is a mid cap company with revenues of approximately $350 million dollars a year. This company, like many others, is struggling in today’s economy. It realizes in order to survive it needs to both expand and control costs at the same time. You are new to this industry. This company’s vision is to become the “go to” support or the “provider of choice” for the cruise ship industry throughout the world. This company currently is in the travel and hotel support industry. As such, you supply support services to the travel and hotel industry such as linen services to...
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...Haier Case Study 1. Discuss the primary reasons why Haier moves from a single and dominant business strategy to a diversified strategy. The single and dominant business strategy, which denote relatively low levels of diversification, more fully diversified firms are classified into related and unrelated categories. A firm is related through its diversification when there are several links between its business units; for example, units may share products or services, technologies, or distribution channels. The more links among businesses, the more constrained is the relatedness of diversification. Unrelateness refers to the absence of direct links between businesses. 참고 : http://wenku.baidu.com/view/6a080e260722192e4536f624 2. A.Describe how Haier uses activity sharing and the transfer of core competencies to create value. (related diversification strategy) Haier uses both related and unrelated diversification strategies. Haier catapulted in the last two decades producing consumer products that are sold in similar fashion. They all shared distribution channels, outbound logistics, and sales forces. Haier was able to develop core competencies through effective activity sharing of primary activities resulting in a superb competitive advantage, ultimately creating value. CEO Zhang Ruimin realized that using both strategies’ can work in Haier’s favor with the ultimate goal of getting name recognition globally. His related diversification strategy used both operational...
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