...3H Strategy & International Business 2001-2002 Session 8 – Positioning & RBAs compared A. INTRODUCTION TO SESSION The past two Sessions have outlined a series of models and frameworks that provide insights into the external environment and the strategic capabilities possessed by organisations. Many of these models and frameworks have developed as a consequence of a twenty-year debate over the way in which organisations seek to develop sustainable competitive advantage. In broad terms, two distinct approaches have emerged from the debate about this central issue within strategy content: the positioning approach and the resource-based approach (or more accurately, approaches). Much of the debate has concentrated upon two key questions: • Is competitive advantage achieved by concentrating on either low cost or differentiation or should a strategy seek to exploit both low cost and differentiation? • Does an organisation develop strategy to respond to or shape the environment in which it exists – is strategy outside-in or inside-out? As the primary purpose of the tools of strategic analysis is to help organisations to develop and implement successful strategies, then an understanding of the underlying context in which these models and frameworks can be applied is an important requirement. By exploring the development of these competing approaches to competitive advantage and the debate between them, this Session sets out to provide this contextual understanding...
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...In this paper tells that counter the notion that the Internet renders strategy obsolete, arguing that for a business to be successful managers must view the Internet as a complement to their current ways of competing. As the newness of the Internet begins to fade, a company returns to normal business practices to sustain a competitive advantage. To be a success, Porter states that true economic value is the determining factor. He defines economic value as “the gap between price and cost, and it is reliably measured only by sustained profitability”(65). So how can the Internet be used to create economic value? Porter identifies two fundamental factors that determine profitability: industry structure and sustainable competitive advantage. I agree with what Poster said as many people have this miss conception that new strategies have to be developed when moving to Internet, but this is not the case you just take your business online and suffer the same competition. Also nowadays many companies are emphasising on indirect revenue generation which I think is not a good practice because eventually the customers become immune to these advertisements and hardly pay any attention. They might click it but not actually buy anything. Since indirect revenue generation is not as efficient as customer loyalty (customer actually buying products from you) so it adversely affects a company. Growing business online and providing variety of products can increase a company's efficiency but due...
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...BIS5101 Strategic IT-Management Prof. Dr. Karl-Heinz Rau WS 2013/14 Term Paper Topic: How Companies Could Achieve Sustainable Competitive Advantage Gahn, Philip MACFA, ID# 309601 gahnphil@hs-pforzheim.de Kominek, Lukas MACFA, ID# 300953 komluk@hs-pforzheim.de Wenz, Eugen MACFA, ID# 300636 weneug@hs-pforzheim.de th Submission date: November 2 2013 2 Table of Contents 1 Purpose and Structure ......................................................................................... 5 2 Definition and Origin of Competitive Advantage .............................................. 6 3 Approaches and Methods to Achieve Competitive Advantages......................... 8 3.1 The Traditional Approach According to Porter ........................................... 8 3.1.1 Cost Leadership ................................................................................. 10 3.1.2 Focusing on Priorities ........................................................................ 10 3.2 Modern Approaches .................................................................................. 10 3.2.1 The Strategy as a Compilation of Simple Rules ................................ 11 3.2.2 The Blue Ocean Strategy ................................................................... 12 4 Ways to achieve Sustainable Competitive Advantage...................................... 13 5 Conclusion ............................................................................
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...University Business School and Legal and General The Strategic Positioning of Coca-Cola in their Global Marketing Operation Examines how Coca-Cola has strategically positioned it self within the world’s soft drinks market. Given that they operate in over 200 countries, they are faced with a clear choice of whether to standardise their product offerings globally and reap the potential benefits of economies of scale, adapt their offerings to a particular market (which may facilitate increased market specific penetration), or adopt an integrated approach utilising both approaches simultaneously (Vrontis’ AdaptStand approach). There has been much literature written regarding the external and often uncontrollable factors which may impact upon a firms positioning strategy; this paper looks at these externalities and the internal controllables in order to derive a ‘best fit’ strategic and tactical approach. Moreover, this paper looks at the strategic international positioning of Coca-Cola by utilising a number of models. Keywords: Coca-Cola, global, international, strategy, positioning, adaptation, standardisation, AdaptStand, AdaptStandation, international, marketing, Introduction If we consider business to be akin to war, then perhaps there is no better starting point than the writings of Sun Tzu [circa 400-320 B.C.]. ‘The Art of War’ is the oldest formalised writing focusing on the concepts and principles of warfare and military strategy. Written over two millennia...
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...Strategic Plan Critique Kern County Children and Families Commission Healthcare 634 - Strategic Plan Critique The Kern County Children and Families Commission (KCCFC) is one of many organizations created in response to the passage of Proposition 10 (The California Children and Families Act) in 1999. This proposition provides funding for efforts to provide all children, prenatal to five years, with a comprehensive system of early childhood developmental services. KCCFC created an initial strategic plan in 1999-2000, and has updated the plan twice on an annual basis. This critique reviews the second update which is dated September 4, 2002. The Executive Director and the board members were involved, along with representatives from the communities and the service providers. Community meetings were held to gather more input, and surveys were also given to service providers. A strategic planning workshop was held involving 65 people to develop a list of “issues, program areas, and objectives.” Vision and Mission Statements Strategic intent is defined as a “Big, Hairy, Audacious Goal” (Collins and Porras, 1996) that goes beyond the scope of a strategic plan for the next few years to a long-term goal that may take decades to reach. For KCCFC, the strategic intent is summed up in its vision statement: “[that] all Kern County children are born and thrive in supportive, safe, and loving homes and neighborhoods. They enter school...
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...1.0 Introduction: Strategic management is a continuous activity that appraises and controls the industries and the business in which the company is involved; evaluates its rivals and sets organizational purpose and strategies to address with all existing and potential competitors; and then reevaluates each strategy after a definite time period to determine how it has been applied and whether it has thrived or needs replacement by a new strategy to meet changed environments, new rivals or new political, economical social, technological environment. Strategic management is very important and broader area than any specific functional management area. It determines whether an organization excels, survives, or dies. It is very essential because it leads all the functional arenas of the business. It is generally believed that businesses, which develop formal strategic management systems, have a greater possibility of success than those, which do not. (Jauch and Glueck,1988,) Strategic management helps organizations predict future problems and opportunities. It endows with crystal-clear vision, mission, objectives, and strategies that guide organization into the secured future. Strategic management is a stream of decisions and actions. (Jauch and Glueck,1988). It is a procedure by which top-level management decides and does for the success of the company. It helps to determine the best possible strategy so that company could win the game in competitive business environment...
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...Strategic Positioning and Sustainable Competitive Advantage in Food Industry Abstract Purpose – This paper examines the concepts of sustainable competitive advantage (SCA) and strategic positioning (SP) and seeks to develop a framework on determinants of SP and SCA in the food industry following the case study approach. Design/methodology/approach – This paper analyzes the concepts of strategic positioning and sustainable competitive advantage and their interrelation. The qualitative study of three beverage producers is conducted. Cases are analyzed based on the theoretical models discussed in the first part of the paper. Findings - This paper provides comparison of positioning strategies and SCA of three international beverage producers. The theoretical framework on determinants of these concepts was developed and applied for case study. The concepts of SCA and SP are interchanging, but from the case study it was not possible to conclude whether one leads to another. There is no single theory found which would be universal in explaining the success of the brands. Companies are complex structures and their success depends on many different elements which should be analyzed in combination. Research limitations/implications – The findings are based solely on the case analysis of three unique beverage companies. To generalize conclusions the research of other companies in food industry on possession of SCA and their positioning strategies is needed. Not all firsthand information...
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...1. Executive Summary of the Marketing Plan Parayem Solutions LTD has decided to launch a new web-based data sharing site with multiple functionality. The product will be new feature on Surreylearn platform. The marketing plan will have a market summery to introduce the market. The potential and key trends of the market will be evaluated. A consumer analysis and industry analysis using Porters Five forces will look into the external factors and the SWOT analysis will examine the idea of Gerraroom. A marketing strategy including a product positioning and a pricing strategy will be comprised. Further a communication strategy consisting of personal selling and events will show an overview of the action plan that the compa 3. Consumer analysis 3.1 Key figures, Trends and movements Almost 65% of the online population (54 million) (Wiki) have used faced book in the past month, (95%) and (74%) between the ages of 16-20, 21-24 respectively in the younger generation category. Youtube comes second with (50%), twitter (23%) windows live (14%), Linkedin (13%), google+ (12%) and Spotify (10%). Moneysavingexpert.com has as many users as Twitter. Spotify primarily a music service provider with users now able to see friends listing habits and share music via face book with 10% of their users spending 14 hours a week using their service. (YouGov.2013) About 25% of Facebook users have said that they use Facebook less compared to 12 months ago, with a further 19% expected to use the site...
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...critical analysis and evaluation of the market value drivers which in this paper will refer to Aveda Corporation operating in personal care industry. The author will examine both marketing operations and strategic approach perspective to create customer value through differential advantage from comparable offerings in the same market. After comprehensive evaluation, the paper will determine opportunities and draw appropriate recommendations via Value-Driven Marketing approach for future development of the organisation in order to sustain competitive advantage within the industry. 1.2 Industry Context According to Euromonitor latest research, the beauty industry worldwide value was estimated at $426 billion in 2011 (Euromonitor, 2012). Porter (1980) states that within broad industries, subgroups exist in the form of strategic groups, which face their own unique set of competitive rules. In the case of Aveda, the company operates in natural and organic market which is $14 billion worth niche group of the broader personal care product industry. II. AVEDA - THE CORPORATE STRATEGY PERSPECTIVE 2.1 Aveda Corporation - the company background. Aveda Corporation (Aveda) is Minneapolis based manufacturer, established in 1978 by Horst Rechelbacher and it has been operating in the personal product care industry. Aveda offers a line of over 700 premium professional and consumer, plant-derived personal care products. Currently, the company posses 7000 salons, day spas and retail outlets...
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...Word Module Page Strategy definition 1 Strategy evolution 1 Carl von Clausewitz 1 Adam smith 1 insivible hand 1 Competitive strategy 1 19; 20 Mintzberg 1 day-to-day operations vs strategy 1 Operationnal effectiveness vs strategic positioning1 Productivity frontier 1 mission, company 1 vision company 1 Strategic planning process 1 Leadership vs management 1 management vs leadership 1 Leadership definition 1 ethics and leadership 1 leadership and ethics 1 Friedman, 1 neoclassical economy 1 Sociioeconomic view of ethics 1 Stratetgy approaches 1 Appraoches to strategy 1 Rational approach, strategy 1 Ansoff 1 Processual approach 1 Loigcal incrementalism 1 planning vs crafting 1 crafting vs planning 1 Rational approach vs processual 1 evolutionary approach 1 Systemic approach 1 Startegic thinking 1 Strategic thinks vs planning 1 Startegic planning vs thinking 1 thinking vs planning 1 planning vs thinking 1 Fit vs stretch 1 Stretch vs fit 1 Levels of strategy 1 strategy level 1 Corporate strategy 1 Business strategy 1 functional strategy 1 global context of business 1 globalisation drivers 1 Competitive forces 1 technological forces 1 social forces 1 political forces 1 Globalisation challenges 1 Competition 1 distribution 1 macro-economic 1 socio-economic 1 financial 1 legal 1 Physical 1 Political 1 sociocultural 1 labour 1 technological forces 1 Globalisation...
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...University of Makati J.P. Rizal Extension, West Rembo, Makati City College of Allied Health Studies Center of Nursing CONTEMPORARY THEORIES OF LEADERSHIP There has been much research compiled that compares the differences of the classic theories of leadership and management versus contemporary style of leadership and management. Both styles have been found to have their unique advantages, depending on the type of organization the theories are being utilized in. In this paper, I will be discussing the key variables needed in a leadership theory to effectively lead and manage others. I will also examine major components of each theory, and how they compare to one another. Finally, I will examine which theory best fits my leadership qualities, and my ability to lead others in an organizational setting. SERVANT LEADERSHIP theory Servant leadership is a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world. While servant leadership is a timeless concept, the phrase “servant leadership” was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, Greenleaf said: “The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of...
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...Concepts and Process of Marketing a. Alternative definitions of Marketing 4 b. Main characteristics of a Marketing Oriented Organization 4 –5 c. Selling Concept with Marketing Concept which describe McDonalds 6 d. Benefits of implementing a Marketing Approach to McDonalds 6 – 7 3. Segmentation, Targeting and Positioning a. Two Marco and one Micro to marketing undertaking by McDonalds 7 – 8 b. What is Segmentation and Three criteria for McDonalds 8 c. The Target Market of McDonalds 8 - 9 d. What is buyer Behavior and benefit to McDonalds 9 4. Marketing Mix a. Analyses how McDonalds gain competitive advantage through 9 -10 their products b. Distribution Strategy used by McDonalds 10 c. Explain how prices set by McDonalds reflect their objectives and 10 - 11 marketing condition d. Methods McDonalds used to promote their products/services and how 11 effective they are. 5. Marketing Segments and Contexts a. Choose one McDonalds product and devices two marketing mixes 12 for the product b. Difference between marketing to organization rather than consumers 12 - 13 c. Explain how and why International Marketing differs from 14 - 15 Domestic Marketing for McDonalds 6. Bibliography and References 16 Introduction I am currently employed as an administrative assistant at G.B.I. Logistics Company Limited, located in Kingston, Jamaica. In my current capacity I am...
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...relevant theories 3.1 SWOT Analysis 3.2 Portfolio Analysis 3.3 Porter’s Matrix 3.4 The Boston Matrix (The Product Portfolio) 3.5 Response Hierarchy Model (a) The AIDA Model (b) The innovation – adoption Model (c) The DAGMAR Model Market Attractiveness Model: the GE matrix 3.6 Critical Analysis 4. Critical Analysis of Buyer Behaviour 4.1 Consumer as Buyer 4.2 Conclusion and Analysis 5.0 Buyer Behaviour 5.1 Buyer Behaviour Role in Marketing 5.2 Consumer as Buyer 5.3 Why People Buy 5.4 How people choose (a) what influence Buyers? 6.0 Segmentation Targeting and Positioning Strategies 6.1 Segment Identification 6.2 Consumer basis 6.3 Physiographic 6.4 Geodemographics 6.5 Psychographics 6.6 Segmentation Techniques 6.7 Targeting Through Marketing Mix 6.8 Positioning 6.9 Practical Approaches 7.0 Marketing Mix 7.1 Product 7.2 Price 7.3 Place 7.4 Promotion 8.0 BIBLIOGRAPHY 1. Introduction The kettle assigned for marketing is Bosch TWK 6831. We have analyzed marketing environment and the key issues that are related to...
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...Journal of Business Strategy Business model innovation: coffee triumphs for Nespresso Kurt Matzler Franz Bailom Stephan Friedrich von den Eichen Thomas Kohler Article information: To cite this document: Kurt Matzler Franz Bailom Stephan Friedrich von den Eichen Thomas Kohler, (2013),"Business model innovation: coffee triumphs for Nespresso", Journal of Business Strategy, Vol. 34 Iss 2 pp. 30 - 37 Permanent link to this document: http://dx.doi.org/10.1108/02756661311310431 Downloaded on: 16 June 2015, At: 05:07 (PT) References: this document contains references to 19 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 25789 times since 2013* Users who downloaded this article also downloaded: Gabriela Alvarez, Colin Pilbeam, Richard Wilding, (2010),"Nestlé Nespresso AAA sustainable quality program: an investigation into the governance dynamics in a multi-stakeholder supply chain network", Supply Chain Management: An International Journal, Vol. 15 Iss 2 pp. 165-182 http://dx.doi.org/10.1108/13598541011028769 Claudio Vignali, (2001),"McDonald’s: “think global, act local” – the marketing mix", British Food Journal, Vol. 103 Iss 2 pp. 97-111 http:// dx.doi.org/10.1108/00070700110383154 Mark D. Uncles, Grahame R. Dowling, Kathy Hammond, (2003),"Customer loyalty and customer loyalty programs", Journal of Consumer Marketing, Vol. 20 Iss 4 pp. 294-316 http://dx.doi.org/10.1108/07363760310483676 Access...
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...retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. ISBN: 978-1-4221-6059-6 By his example, Arthur Rosin, my uncle, taught me the pleasures of understanding and explaining. This book is dedicated to him, to Betty Rosin, and to my parents, Cyrille and Eugene Gorin. Contents Copyright Acknowledgments Introduction Part One: What Is Competition? 1. Competition: The Right Mind-Set 2. The Five Forces: Competing for Profits 3. Competitive Advantage: The Value Chain and Your P&L Part Two: What Is Strategy? 4. Creating Value: The Core 5. Trade-offs: The Linchpin 6. Fit: The Amplifier 7. Continuity: The Enabler Epilogue: A Short List of Implications FAQs: An Interview with Michael Porter A Porter Glossary: Key Concepts Chapter Notes and Sources About the Author Acknowledgments The Michael Porter I know is first and foremost a gifted teacher. If this book succeeds in helping readers understand Porter’s ideas in their full richness, it is thanks in large measure to his encouragement, his guidance, and his patience in explaining those ideas to me. As this book progressed, he carefully reviewed every chapter, giving generously both his time and his laser-sharp attention...
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