...leadership Leadership is a vital factor onany enterprise since it dealsalmost anything that runs in theenterprise. It also affects theorganizational management thatalso affects the company’sgrowth. Rating or weighing it in25% similar to CFS #2 isappropriate for these both factorshave the highest importance inany organization Customer Service This factor is the sole missionof each and every enterprise. Thisfactor specifies how the enterprisemanages its services to thecustomer with utmost quality.Rating or weighing it in 25%similar to CFS #1 is appropriatefor these both factors have thehighest importance in anyorganization Technology Technology aids theenterprises’ sales up to marketingfor it ease the exertion of workforce in the enterprise. Thissupports the company’s goal forsuccess. Weighing it 10% isappropriate for any enterprise canstill be able to survive withoutgood technology in the enterprise. Customer Loyalty This factor aids in the successof the company especially on therevenue accumulation over time.For loyalty of customers is a goodasset in a company for thesecustomers has the ability todouble it buying power. Weighingit 15% is also appropriate for it ismuch important than technologyfor this increases sales over timeand may be a good goal to anenterprise as much as a good motivation Innovation Is how a person modifies acertain thing or structure thattransforms it to make it moreuseful or to keep it morecompetitive. Product Quality This critical...
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...According to David (2011) “the competitive profile matrix (CPM) identifies a firm’s major competitors and its particular strengths and weaknesses in relation to a sample firm’s strategic position” (p. 81). The CPM I completed above of McDonald’s and its competitors, Burger King Holdings and Yum! Brands, Inc., shows McDonald’s in a stronger strategic position than its competitors. In May of 2009, looking at financials, McDonald’s had a strong lead over its immediate competitors in the food service industry by having a market cap of $59.8 billion. In comparison, Yum! Brands had a market cap of $16.3 billion and Burger King Holdings had a market cap of $2.46 billion. Some of the reasons McDonald’s is successful and has high market share is due to its strong brand name recognition, a strong customer loyalty base, and its global expansion. Additionally, McDonald’s budgets quite a bit of money for advertising and has a fairly robust management program. McDonald’s is also well known for its Ronald McDonald charities. Burger King Corporation is ranked as the second largest burger chain in the world but ranks third in the food service industry. Yum! Brands, Inc. is the most similar in size to McDonald’s. It is ranked as the second largest company in the fast food service industry in the world. As good as McDonald’s looks in the competitive profile matrix, there are areas in which McDonald’s can improve. One of those areas is their public image. Some of the issues that have caused McDonald’s...
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...Competitive profile matrix is an essential strategic management tool to compare the firm with the major players of the industry. Competitive profile matrix show the clear picture to the firm about their strong points and weak points relative to their competitors. The CPM score is measured on basis of critical success factors, each factor is measured in same scale mean the weight remain same for every firm only rating varies. The best thing about CPM that it include your firm and also facilitate to add other competitors make easier the comparative analysis. IFE matrix only internal factors are evaluated and in EFE matrix external factors are evaluated but CPM include both internal and external factors to evaluate overall position of the firm with respective to their major competitors. The competitive profile matrix consists of following attributes mentioned below. Critical Success Factors Critical success factors are extracted after deep analysis of external and internal environment of the firm. Obviously there are some good and some bad for the company in the external environment and internal environment.The higher rating show that firm strategy is doing well to support this critical success factors and lower rating means firm strategy is lacking to support the factor. Rating Rating in CPM represent the response of firm toward the critical success factors. Highest the rating better the response of the firm towards the critical success factor ,rating range from...
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...Essay on Lenovo Contents Introduction 2 Competitiveness 2 Competitive advantage 2 International market challenges 3 SWOT 3 PESTEL 3 Competitive profile matrix 4 Porter’s Five Forces Model 4 Four risks of international business 5 References 6 Introduction The brand Lenovo has made its reputation as one of the famous and preferred personal computers in the world. Lenovo is striving to be the leader of the market and the market share of Lenovo is also very high. It was in 2004 when Lenovo purchased the global brand “Think Pad”. This is when the presence of Lenovo has been marked in the global competitive world. Lenovo has a packaging plant in 7 countries and distribution contact in many countries sin the world. The statics of ZhongYikag company states that Lenovo’s share in domestic market has somewhere around 21% market share. The company is enjoying monopoly in Chinese market. It is far ahead than that of its competitors in China. Competitiveness Lenovo is a very competitive brand that always tries to be the best in the market in which it is serving. This is due to the strategies that are framed by top level management of the company. A company needs to make strategic policies to remain competitive in a market Boughton (1964). Lenovo is following the same trend. It is far beyond its competitors in its domestic market that is china. If talked about this brand in a global context it is also mentioned that the market share of this brand is increasing gradually...
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...opportunities? a. b. c. d. e. SO WO SW ST WT 4. How many cells are in a SWOT Matrix? a. b. c. d. e. Two Four Six Eight Nine 5. What are two external dimensions of the SPACE Matrix? a. b. c. d. e. Environmental stability and industry strength Environmental stability and competitive advantage Industry strength and competitive advantage Competitive advantage and financial strength Financial strength and industry strength 6. In the SPACE analysis, what does a (+6, +3) strategy profile portray? a. b. c. d. e. A strong industry An unstable environment A stable environment A weak industry A weak financial position 7. Selling all of a company’s assets in parts for their tangible worth is called a. Joint venture. b. Divestiture. c. Concentric diversification. d. Liquidation. e. Unrelated integration 8. Which stage of the strategy-formulation framework involves the Quantitative Strategic Planning Matrix? a. b. Stage 1 Stage 2 c. d. e. Stage 3 Stage 4 Stage 5 9. 10. Which strategy should be implemented when a division is responsible for an organization’s overall poor performance? a. Backward integration b. c. b. c. Divestiture Forward integration Cost leadership Related diversification 11. What analytical tool has four quadrants based on two dimensions: competitive position and market growth? a. b. c. d. e. Competitive Profile Matrix Internal-External Matrix SPACE Matrix Grand Strategy Matrix QSPM. 12. Which of the following is not true about objectives? a....
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...Why do you think that these are core competencies? Any distinctive competence? 3. Industry Analysis:.( 25%) a. Analyze the general environment faced by the industry b. What are the strategic groups present in the industry. What are their characteristics. What is the nature of competition within each strategic groups and between the strategic groups c. Using Porter’s five forces model is the industry attractive. Please note that in the main body of the report you should discuss each of these forces giving overall reasons for each force being attractive or not, The detailed analysis in matrix form should be part of your appendix d. What are the major driving forces that may have impact on the industry dynamics e. What are the success factors for the industry. Develop a competitive profile matrix 4. Analysis of the Company (25%) a. Develop EFE matrix for the company b. Analyze each value chain activity of the company. c. Analyze the...
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...accomplish on a day-to-day basis and sets the standard for quantitative performance measures. • External Factor Evaluation (EFE) Matrix – outlines the opportunities and threats that could affect the company and rates Family Dollar’s current performance in addressing those factors. • Competitive Profile Matrix – outlines the success factors that are critical to the company’s continuity and rates Family Dollar’s performance as well as its rivals’ performances in addressing those factors. CASE STUDY FOR FAMILY DOLLAR STORES MISSION STATEMENT Existing Mission Statement To be a compelling place to shop for our customers; To be a compelling place to work for our team members; To be a compelling place to invest for our shareholders. Revised Mission Statement Family Dollar’s mission is to provide convenience and low prices for our customers (1), exceptional opportunities and incentives for our associates (9), and outstanding returns for our investors (5). Through our strategy of nationwide expansion (3), technological innovation in our logistics network (4), and energy reduction initiatives in our stores (8), we will generate industry-leading profits (7) and fortify our commitment to serve neighborhoods (6) with high-quality retail items (2) at a great value. EXTERNAL FACTOR EVALUATION (EFE) MATRIX |EXTERNAL FACTOR EVALUATION (EFE) MATRIX FOR FAMILY DOLLAR | | |Key External...
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...Forecast………………………….....15 4.1.2. Social-cultural, Demographic Trends…………………………….19 4.1.3. Political, Governmental and Legal Aspects……………………...22 4.1.4. Technological Aspects………………………………………..…..24 4.2. Industry and Competitor Analysis……………………………….……25 4.3. The Competitive Profile Matrix (CPM)……………............................43 4.4. External Factor Evaluation (EFE) Matrix……………………………..71 4.5. Strategic Issues based on External Factors……………………………73 5. Company Analysis…………………………………………….....74 5.1. Internal Audit……………………………………………………..….74 5.2. Financial Audit………………………………………………………82 5.3. Production and Operation Audit…………………………………..…90 5.4. R&D Audit………………………………………………………..….96 5.5. 7S framework…………………………………………………….......97 5.6. Internal Factor Evaluation (IFE) Matrix…………………………....107 5.7. Strategic Issues based on Internal Factors……………………….…108 6. Strategy Formulation…………………………………………110 6.1. Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix...….110 6.2. Strategic Position and Action Evaluation (SPACE) Matrix……......113 6.3. Internal-External (IE) Matrix……………………………………....117 6.4. Grand Strategy Matrix………………………………………….….121 6.5. Summary of strategies…………………………………………......122 6.5.1. Quantitative Strategic Planning Matrix (QSPM)…………….122 7. Strategic objectives and recommended strategies………….128 7.1. Strategic...
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...Individual Case Assignment On COCA COLA Submitted to Professor Abdul Naveed By Sami Ahmad 049-466-147 March 10, 2015 IAF 831 Coca Cola Introduction & brief Background Under this case study on the strategic leadership at Coca Cola, various CEO’s reign has been discussed. I have taken Goizueta as the base and main character and then prepare EFE IFE and CPM matrix for his leadership. Vision and Mission Statement Our Mission Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions. * To refresh the world... * To inspire moments of optimism and happiness... * To create value and make a difference. Our Vision Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth. IFE MATRIX for Goizueta as CEO of Coca-Cola IFE MATRIX (INTERNAL FACTOR EVALUATION) | Sir # | Strengths | Weight 0 - 1 | Response 1 - 4 | Weighted score | | | | | | 1 | Speedier decision making | 0.20 | 4.00 | 0.80 | 2 | Risk taker | 0.15 | 4.00 | 0.60 | 3 | Visionary | 0.12 | 4.00 | 0.48 | 4 | Reward based incentive programs | 0.05 | 3.00 | 0.15 | | | | | - | | Weaknesses | | | |...
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...merica Corporation. Assessment of the external environment of the financial services sector; an internal/external assessment of B of A.; a strategy assessment; and recommendations to the Bank of America on how to maintain and strenghen its competitive position. Paper Introduction: strategic Management analysis bank of america Introduction The report presents the findings of a strategic management analysis ofBank of America Corporation a financial services company that participatesin most facets of the financial services sector Bank of America is anationwide financial services company in the United States and the companyis the country's third largest banking company when measure by totalassets behind CitiGroup in first place and J P Morgan Chase in secondplace Hoover's Inc This report begins with an assessment of the external Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. Reliability in Service|.2 |3 |.6 |4 |.8 |3 |.6 ||Delivery | | | | | | | ||2. 8 |4 |.32 ||customer acquisition system | | | ||6. High-level of consumer awareness|.1 |4 |.4 ||3. Strong...
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...Q.1How did the concept of LCC emerge in India? Which factors encouraged the growth of LCCs? Aviation industry in India was born in the year 1930.Tata group one of the prominent industry in India launched Tata airlines (India’s first airline services) After the emergence of the airline industry in India, after two decades more eight private players started their business but their operations were quite restricted. These airlines proved to be a failure despite constant support from the government. As a result Air traffic enquiry committee was formed constituted by government of India recommended the nationalization of airlines. The air corporations Act 1953 was formulated and the two entities were nationalized namely Indian airlines corporation (IA) and Air India International (AI). The act restricted private players until 1986. In 1990’s private sector was allowed to reenter the market with the wave of the economic liberalization. This was the time when LCC concept in India was brought into picture in the Indian market. By March 1994 the government had approved six private carriers to commence the domestic services. But despite two carriers all others closed and filed insolvency. This duopoly continued till 2003, this duopoly was challenged by air Deccan in 2003 with its concept of LCC which made this industry emerge in India which proved to be a turning point in this industry. Air Deccan with its entry brought into picture special discounts, promotional fares, check...
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...lodging facilities, leading technology, sophisticate management and enthusiastic servicing team to achieve complete customer satisfaction. Our hospitality management service strive to sustain ongoing business growth and financial strengths in order to maximize every stakeholder’s interests and provide endless contribution back to the community, through service diversification and enduring global expansion. Executive Summary This report analyzes the current strategies of Marriott International and based on the given and researched information to develop a number of recommended future strategies in order to sustain the growth of the corporation. I believe that Marriott has a good chance for success even through the market is highly competitive. Marriott can successful by developing market to Asia Pacific and using the two recommendations that have been discussed, whilst being backed up throughout with the core competency of marketing. I believe that the multi-brand and product advantage can be achieved despite other hotel corporation to penetrate any market for a period of time. As the leading hospitality corporation develop over 13 multi-brand products in serving various customer needs that no other hospitality group has. However, this advantage is not sustainable in the long term and will be lost if the service is not keep advantage hospitality knowledge and up-to-date. Professional team and leading technology should be use to ensure the service stays at the forefront...
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...Dell Corporation, Strategic Case Analysis prepared by Ijaz Qureshi and John Mufich, Argosy University Business School, San Francisco, California, USA. Case Analysis: Dell Corporation By: Ijaz Qureshi & John Muffich For: Dr. Admassu Bezabah B7405 Business Policy Seminar Summer II: 2004 © Ijaz and John, Argosy Business School, Argosy University, San Francisco, California, USA 1 Dell Corporation, Strategic Case Analysis prepared by Ijaz Qureshi and John Mufich, Argosy University Business School, San Francisco, California, USA. Executive Summary: Dell computer was founded by Michael Dell at age of twenty one in his dorm at the University of Texas, Austin. Dell’s strategy is to build computer so that it can be order by the consumers. It’s build to order strategy has made Dell the most successful company in the information technology field. Dell sells its machines and other equipments directly to customers so it has eliminated the middleman. Dell has high margin because of direct sale strategy and customers get excellent state of the art machines at low cost compare to Dell’s competitors. Michael Dell’s visionary leadership has made Dell the second most successful PC maker in the industry. (IBM is the leader). Dell’s ability to adapt to changing circumstances is its great strength. One week after the September 11th 2001 attack, Dell reported selling 24,000 servers and desktops. Dell established mobile technology park in Washington D.C. and New York by converting...
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...Dell Corporation, Strategic Case Analysis prepared by Ijaz Qureshi and John Mufich, Argosy University Business School, San Francisco, California, USA. Case Analysis: Dell Corporation By: Ijaz Qureshi & John Muffich For: Dr. Admassu Bezabah B7405 Business Policy Seminar Summer II: 2004 © Ijaz and John, Argosy Business School, Argosy University, San Francisco, California, USA 1 Dell Corporation, Strategic Case Analysis prepared by Ijaz Qureshi and John Mufich, Argosy University Business School, San Francisco, California, USA. Executive Summary: Dell computer was founded by Michael Dell at age of twenty one in his dorm at the University of Texas, Austin. Dell’s strategy is to build computer so that it can be order by the consumers. It’s build to order strategy has made Dell the most successful company in the information technology field. Dell sells its machines and other equipments directly to customers so it has eliminated the middleman. Dell has high margin because of direct sale strategy and customers get excellent state of the art machines at low cost compare to Dell’s competitors. Michael Dell’s visionary leadership has made Dell the second most successful PC maker in the industry. (IBM is the leader). Dell’s ability to adapt to changing circumstances is its great strength. One week after the September 11th 2001 attack, Dell reported selling 24,000 servers and desktops. Dell established mobile technology park in Washington D.C. and New York by converting...
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...Bahria University Department of Management Sciences MBA Program Strategic Management (Sm) Report on “Strategic Management of Coca Cola Company” PRESENTED TO: Sir Naveed m khan PRESENTED BY: * RAFIA ALAM * Irsa afzal * Saira Urf Sana * Sana Anjum * Hina Majeed MBA-6A Dated: 22nd May, 2013 Acknowledgement We have the pearl of our eyes to admire blessing of the compassionate and omnipotent because the words are bound, knowledge is limited and time is short to express His dignity. It is one of the infinite blessings of almighty ALLAH that He bestowed us with potential and ability to complete the present training and make a material contribution towards the deep oceans of knowledge. This report reflects the efforts of few people who assist us in its preparation. First we avail this opportunity to bow our head before ALLAH almighty in humility who given us the wisdom and perseverance for completing this piece of report. We invoke peace for Holy Prophet Muhammad (P.B.U.H) who is forever torch. We feel highly privilege to ascribe the most and ever burning flame of my gratitude and deep scene of devotion to the “Sir Naveed M. Khan” who taught us “Strategic Management” with heart and also gave a guideline to this report and guides right from the beginning till the completion of this report. Than we are grateful to Mr. Tabassum Mumtaz (HR Manager) at Coca Cola in Karachi who guides us about their organization, its products their strategies, financial...
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