...Ansoff product–market matrix: Task 1: Australian Leisure Resorts (ALR) - Core business, selling rooms and holidays to individual consumer groups in Australia. - Key success factor: Keep occupancy rates high Issue: Brown (Founder of ALR) is developing new software for his hotel chains / resorts that will replace the current manual recording / booking system. This will provide real time booking information to potential customers, reducing the booking confusion currently associated with the manual system. Options floated to Brown: 1. Develop the software for use in the company’s currently owned hotels and Resorts. This strategic option can be classified as Market penetration (Quadrant 1). The key success factor for ALR is to keep occupancy rates high. Currently, due to the manual recording system employed, up to date hotel room booking information is not readily available to consumers. This option fits into quadrant 1 as it will increase the amount / volume of potential hotel bookings with existing customers in ALR’s existing market, as more meaningful booking information is made available to consumers (the information is “live” and in real time showing consumers what rooms in each hotel are available). This option does not fit Product development (Quadrant 2) as ALR is not introducing new products or services to existing markets. The organisations core business - hotel / resort room bookings remains unchanged. The change is internal, streamlining...
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...Lord’s Business Inc.(TLB), aka Solomon Software, very popular software back in the 80's and early 90's when the PC industry was very young. He grew his business from startup to achieve great success, finally selling the company to Great Plains Software (since purchased by Microsoft) for a hefty sum (Bergin Tim, An Interview with GARY HARPST). Gary’s book, “Six Disciplines Execution Revolution: Solving the One Business Problem That Makes Solving All Other Problems Easier” was published in July 2008. In Six Disciplines Execution Revolution, Harpst details the elements of a complete strategy execution program, explains why it could only have happened now, and clarifies why such a program will become a mainstream requirement for successful small and midsized businesses in the future. Summary: According to Harpst, excellence is the enduring pursuit of balanced strategy and execution. Strategy requires choosing what promises to make to all stakeholders and a roadmap for delivering on those promises. Execution requires getting there, while overcoming unending surprises. Excellence is a journey – not a destination. A business excellence model tells organizations as to how they should operate relative to the two dimensions of strategy and execution. (See figure 1, Exhibit 1) Quadrant I: Strong Strategy/Weak Execution: In this quadrant, a business has a strong strategy, which means a competitive advantage. Regardless of whether a company is a start-up or a seasoned business, strong...
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...processor: at first it is hard to learn, but eventually it becomes incredibly simple to use. The easiest way to understand the Integral approach is to remember that it was created by a cross-cultural comparison of most of the known forms of human inquiry. The result was a type of comprehensive map of human capacities. After this map was created (by looking at all the available research and evidence), it was discovered that this integral map had five major aspects to it. By learning to use these five major aspects, any thinker can fairly easily adopt a more comprehensive, effective, and integrally informed approach to specific problems and their solutions—from psychology to ecology, from business to politics, from medicine to education. What are these five aspects? Technically they are referred to as "quadrants, levels, lines, states, and types." Of course, unless one has already learned the "word processing system," as it were, then these aspects won't make much sense. But they are indeed very simple and easy to use once one gets the hang of it. There is an important point about these five...
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...The secret to an organization’s success, according to Joseph Rosenthal and Mary Ann Masarech’s article “High Performance Cultures: How Values Can Drive Business Results,” is a strategic business driver referencing culture and values. Organizational culture is a vital tool for driving high-performance within a business. In the past, only a few businesspeople expressed the importance of organizational culture, while the rest rejected the idea stating that it was weak. In today’s business world, culture is making a name for itself and is on the top of company managements’ business performance outline. What exactly does it mean to focus on culture and focus on performance? “To gain competitive advantage and achieve high performance, it is essential to understand the elements of high-performance cultures” (Rosenthal & Masarech, 2003). Understanding and applying the components of culture can result in competitive gains, advantages, and high performance acquisition. Rosenthal and Masarech continue to state that the core driver for high-performance culture lies within an organization’s values. By the authors’ definition, corporate culture at its most basic level is the sum of an organization‘s behaviors and practices. In short, a culture that reinforces an organization’s success, regardless of the economic state, must be shaped around (1) a clear corporate mission, (2) organizational values, and (3) the encouragement of individual employee ownership. In order for an organization...
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...by Clayton M. Christensen, Matt Marx, and Howard H. Stevenson Managers can use a variety of carrots and sticks to encourage people to work together and accomplish change. Their ability to get results depends on selecting tools that match the circumstances they face. T JIM FRAZIER the primary task of management is to get people to work together in a systematic way. Like orchestra conductors, managers direct the talents and actions of various players to produce a desired result. It’s a complicated job, and it becomes much more so when managers are trying to get people to change, rather than continue with the status quo. Even the best CEOs can stumble in their attempts to encourage people to work together toward a new corporate goal. In 1999, for example, Procter & Gamble’s Durk Jager, a highly regarded insider who had recently been promoted to CEO, announced Organization 2005, a restructuring 73 october 2006 T h e To o l s o f Co o p e rat i o n a n d C h a n g e Extent to which people agree on what they want program that promised to change P&G’s culture. However, not everyone at P&G agreed that such sweeping change was necessary or that the way to achieve it was to reduce investments in the company’s core brands in order to fund radical, new products. The organization rebelled, and Jager was forced to resign only 17 months after taking the helm. The root cause of Jager’s very public failure was that he didn’t induce P&G employees to cooperate–a requirement...
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...Module Name: Marketing Strategy OPEN UNIVERSITY MALAYSIA FACULTY OF BUSINESS MANAGEMENT BMMS5103 Marketing Strategy Master of Business Administration Name: Adam Khaleel Lecturer: Abdulla Nafiz Learning Centre: Villa College Trimester: May 2015 Contents 1.0 Executive Summary 2.0 Introduction 3.0 Analysis and mapping of the products 4.0 Analysis and mapping of the products with models 5.0 Comparison of product, pricing, promotional and placing strategies 6.0 Types of disagreement between the competitor A and the channel distribution 7.0 Channel strategy factors 8.0 Conclusion and Recommendations 9.0 References 1.0 Executive Summary Today’s business world has become much competitive that requires continuous and visible effort to get and retain customers. Companies are increasing focus on sales and marketing. Businesses need to decide which customers to target. Businesses need to work out how they will reach and win new customers. Businesses need to make sure that they keep existing customers happy. And they need to keep reviewing and improving everything in order to stay ahead of the competition. Therefore businesses need to develop appropriate marketing strategies which allow them to move forward. This is a marketing strategy report. First part will identify and explain the best analysis for two competing cosmetic brands (Competitor A and B) which consists of eight products from four product lines. In this section...
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...McDonalds Antanece Sykes Principles of Business Grantham University McDonalds McDonalds is one of the largest and most successful companies within the United States. It was established in California during 1940s by two brothers, named Richard and Maurice McDonald. The brothers used assembly line procedures in their kitchen for mass production. Prices were kept low. Speed, service and cleanliness became the critical success factors of the business. By mid-1950s, the restaurants revenues had reached $350,000. The brothers’ success, in 1955, Entrepreneur Ray Kroc bought the right to franchise the McDonald’s System, and Renamed the McDonalds Corporation in 1960. When using the BCG matrix to examine the structure and the success of McDonalds, the key question is “Which of the four quadrants of the BCG matrix does it fit into? The answer is the Cash Cow quadrant. The cash Cow quadrant is determined when a company has a high market share in a slow growing industry as a general rule, these types of companies usually generate more cash than the amount of cash that is needed to maintain the business. The main reason that McDonalds falls into the Cash Cow quadrant is that it has the highest market share in its industry. McDonald’s vision is to be the world’s best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value...
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...& Hannan, 2001), between 1977 and 1995 the fast-food industry had experienced 200% rapid growth whereas other restaurant industry had been grown only by 150%. Adolescents visit a fast food restaurant more than twice every week on average, indicating that out of at least two-and-a-half of the away-from-home meals are eaten by them, and this trend is expected to continue in the future (French, et al., 2001). According to Namkung and Jang (2007), the very first objective of business is to satisfy customers, and in turn, have them repurchase. Food quality is one of the most important reasons that we repeatedly patronize a certain restaurant because after all is said and done, the fundamental reason of going to restaurants is to have meals. Therefore, food quality has received by far more attention from researchers than any other elements of restaurants (Jang, Ha, & Silkes, 2009), and their efforts have been continued on to investigate which factors affect customers’ satisfaction in the restaurant business using various measurements. When it comes to food quality, freshness, taste, and food presentation were the most critical in terms of satisfying customers (Kim, Ng, & Kim, 2009), and another study done by Namkung and Jang (2007) found that food presentation and taste were found to be the most significant...
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...whether a person is more likely to have conceptual and experimental tendency in thinking (Jolly A, 2004). This tendency is different in different professions and helps an individual to discover the right profession. For an entrepreneur, the test analyses the major issues that are necessary to the entrepreneur. The test has different quadrants. The first quadrant takes into consideration of the capacity to solve problems. An entrepreneur has to be able to think logically and analyse facts before making a decision. The second quadrant evaluates the ability of the person to implement the decision made. The third quadrant evaluates the ability of the entrepreneurs to communicate. Communication is very essential for businesses. The ability of the entrepreneur to communicate ensures the entrepreneur to coordinate other stake holders in the business (Wickham P, 2006). The fourth quadrant of the test evaluates the capability of the entrepreneurs to take risks. Risk taking is very important to entrepreneurs and determines how they would handle challenges and respond to setbacks. The other test made was the marketing test. Marketing is very essential to a business. This test analyses how an entrepreneur...
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...STRATEGIC PLANNING One approach to strategic planning is to match an organization's goods and services with its markets, generally in the long term. The long term is viewed as two or more years. To minimize threats from competitive inroads and obsolescence, every business unit must have a strategic plan and constantly monitor its markets and competitors. Tomorrow's winning products must be researched, tested, developed and introduced before today's winners become obsolete. To manage its future every company needs a business strategy and a marketing strategy. The business strategy guides the corporate mission, financial and operational planning, its search for new products, technologies, and market targets. The marketing strategy takes the business strategy as given, then focuses on matching products to markets. Market planning involves the shorter run, annual and day-to-day, activities of developing and executing the marketing mix elements of the company's offerings. As execution is carried out, constant feedback must be assured to provide input for modifications to the marketing plan in the face of changing conditions. Every organization has a marketing strategy. It can be expressed either as written plans or as a collection of unwritten or even unstated rules. In either case, it should include a statement or understanding about the company's mission, customers, and offerings whether formalized or informal. To have no strategy is to be directionless or what might be...
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...Duke University's Children's Hospital (DCH) is a pediatric hospital that is located on Duke University Hospital’s fifth floor. DCH is a 134-bed facility with 800 employees who care for patients in neonatal ICU, pediatric ICU, pediatric emergency room, intermediate care unit, bone-marrow transplant unit, subspecialty clinic, and outreach clinic (Meliones, 2000). The annual operating loss of DCH grew from a high $4 million in 1992 to a staggering $11 million in 1996, forcing hospital administrators to cut-down resources. This move made some caregivers feel that the clinical care quality at DCH had deteriorated. Complaints from parents were on the rise, dissatisfied doctors considered sending their patients to other hospitals, and some frustrated staff members eventually quit. As important as DCH’s institutional mission was to promote the community’s health, so important it was to not lose focus from the big picture during a difficult time. The specific goal of clinicians is to restore the health of their patients; however, cost is not something that they want on their minds. Hospital administrators on the other hand have their specific goal to control the rapidly growing healthcare costs. Cost-cutting in such testing conditions traumatized patients, frustrated clinicians, and crippled the mission of DCH. The decision to remove a respirator therapist who worked in the night shift, for instance, affected not only the patient and her parents, but also the insurance company,...
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...by Clayton M. Christensen, Matt Marx, and Howard H. Stevenson Managers can use a variety of carrots and sticks to encourage people to work together and accomplish change. Their ability to get results depends on selecting tools that match the circumstances they face. T JIM FRAZIER the primary task of management is to get people to work together in a systematic way. Like orchestra conductors, managers direct the talents and actions of various players to produce a desired result. It’s a complicated job, and it becomes much more so when managers are trying to get people to change, rather than continue with the status quo. Even the best CEOs can stumble in their attempts to encourage people to work together toward a new corporate goal. In 1999, for example, Procter & Gamble’s Durk Jager, a highly regarded insider who had recently been promoted to CEO, announced Organization 2005, a restructuring 73 october 2006 T h e To o l s o f Co o p e rat i o n a n d C h a n g e Extent to which people agree on what they want program that promised to change P&G’s culture. However, not everyone at P&G agreed that such sweeping change was necessary or that the way to achieve it was to reduce investments in the company’s core brands in order to fund radical, new products. The organization rebelled, and Jager was forced to resign only 17 months after taking the helm. The root cause of Jager’s very public failure was that he didn’t induce P&G employees to cooperate–a requirement...
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...an organization’s business and technology strategies into one of twelve defined alignment perspectives using a web-based model. The authors emphasise that the first concept of strategic alignment remains actual and usable to corporate executives looking to achieve alignment of their business and technology strategies. This model is presented as a combination between four quadrants, which one constituted by three components and it’s divided into two distinct areas: business and information technology (IT). Each area has two quadrants that define that part of the business. Focusing on the business area, the two quadrants are business strategy and organization infrastructure. Business strategy has three different components: business scope, distinctive competencies and business governance component. The first component links everything that might effect the business environment, such as markets, products, services). Distinctive competencies cover all items responsible to create market’s success, like brand, research, value chain. The last component is Business governance that relates to the existent relationships between stockholders and the directors board, governmental regulations and relations with other strategic partners. The other quadrant of the business area is organizational infrastructure. It’s composed by administrative structure, business processes, human resource (HR) skills. Administrative structure indicates how the companies run its business, like regarding centralized...
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...The Boston Consulting Group (BCG) Matrix Autonomous divisions (or profit centers) of an organization make up what is called a business portfolio. When a firm's divisions compete in different industries, a separate strategy often must be developed for each business. The Boston Consulting Group (BCG) Matrix and the Internal-External (IE) Matrix are designed specifically to enhance a multidivisional firm's efforts to formulate strategies. The BCG Matrix graphically portrays differences among divisions in terms of relative market share position and industry growth rate. The BCG Matrix allows a multidivisional organization to manage its portfolio of businesses by examining the relative market share position and the industry growth rate of each division relative to all other divisions in the organization. Relative market share position is defined as the ratio of a division's own market share in a particular industry to the market share held by the largest rival firm in that industry. For example, in Table 6-4, the relative market share of Ocean Spray premium non-carbonated beverage is 14.7/40.5 = 0.36 and Sony's market share in the music industry is 16/27 = 0.59, and the new Hilton-Promus hotel company's market share is 290,000/528,896 = 0.55. TABLE 6-4 A. Market Share of Premium Non-carbonated Beverages BRAND MARKET SHARE IN 1999 % CHANGE IN SHARE FROM 1998 Snapple 40.5 % 3.7 96 Ocean Spray 14.7 -2.9 Arizona 13.7 -2.3 Lipton 10.8 -1.3 SoBe 9...
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...distribution channels, establish new customer relationships, and convince employees/investors that it is moving in the right direction. Fundamental Components of the GM’s Job 1. Setting Direction 2. Creating Strategy 3. Implementing Change 4. Assessing Performance 1) Assessing Performance Our assessment of organizational performance is based on two sets of measures: a) operating performance - quantitative measures of financial and market performance b) organizational health - qualitative measures such as management and work enthusiasm We use the performance matrix to ask three questions: where were we three years ago, where are we today, and where are we currently moving towards? Quadrant 1 | - operating performance / org. health are both positive - strategy will be a question of fine tuning and taking...
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