...Table of Contents 1. Summary and Introduction ...................................................................................... 3 2. Chocolate Industry ................................................................................................... 5 2.1. Understanding the landscape ................................................................................. 5 2.2. Trend ..................................................................................................................... 6 2.3. Industry Boundaries .............................................................................................. 6 2.4. Industry segmentation ........................................................................................... 7 2.5. Porter’s Five Forces ............................................................................................... 8 2.6. Industry Profitability ............................................................................................. 9 2.7. Industry Key Success Factors .............................................................................. 11 3. Internal analysis and positioning of the firm .......................................................... 12 3.1. Resources and capabilities ................................................................................... 12 3.2. Competitive Scope................................................................................................ 18 3.3. Thornton’s...
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...SYNOPSIS Dialog Telekom from the case study is the largest telecommunication company in Ghana, and was established in the 90’s, operators of Dialog GSM, a mobile phone network that cut across the length and breadth of the country thus providing mobile services for over half a million Ghanaians. The company prides itself in its commitment to, and achievement in, Research, Development and New Technology introduction in fulfilment of their motto or slogan, ‘The Future Today’. In 1998, Dialog GSM introduced Value Added Services (VAS) in commercial operations well ahead of regional networks to provide mobile data services such as Mobile Banking, Mobile Email, Information on Demand Services, Interactive Short Messaging Services for entertainment as well as business applications. Also, the company introduced Mobile – Wallet, a state of the art mobile commerce application to enable secure payment for some products and services via mobile phone. In addition, Voice Portal service was introduced to enable voice based entertainment services which include among others sports news, greetings and registration for medical appointment. In 1999, the company launched Dialog Internet, a state of the art ISP connected through to the Internet backbone of the country’s main telecommunication service provider. In 2001, Dialog Telekom became the first telecommunication company in the sub region and among several in the world to launch GPRS (General Packet Radio Services) to support high speed packet...
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...Strategic Management Case Study Project “Mission Statement Evaluation Matrix” Introduction: Perhaps the best way to develop a skill for evaluating mission statements is to study actual missions. There is no one best mission statement for particular organization, so a good judgment is required in evaluating mission statements. Evaluation of a mission statement regarding inclusion of the nine components is just the initiation of the process to assess a statement’s overall effectiveness. Effective statements should include nine components that can be understood well by the following examples of mission statements and their evaluation matrix. Components of the Mission Statements: 1- Customers 2- Products or services 3- Markets 4- Technology 5- Concern for survival, growth and profitability 6- Philosophy 7- Self Concept 8- Concern for public image 9- Concern for employees We have used the mission statement evaluation matrix to analyze the effectiveness of mission statements of three major companies working globally. Mission Statement of Nestle: “Good food is a primary source of god health throughout life. We strive to bring consumers foods that are safe, of high quality and provide optimal nutrition to meet psychological needs. In addition to nutrition, health and wellness, Nestle products bring consumers the vital ingredients of taste and pleasure” Analysis: I. Customers Customers have been prioritized for safe, high quality and optimal...
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...Strategic Management Apple & Nokia Case Analysis 1. Table of Contents 1.0 EXECUTIVE SUMMARY OF APPLE AND NOKIA CASE 2 2.0 QUESTION 1 3 2.1 Competitive analysis of Apple and Nokia – who is stronger? 3 2.1.1 Competitive Analysis 3 2.1.1.1 SWOT Analysis 5 1.1.1 Strengths of Apple 6 2.1.1.2 Value Chain Analysis 9 2.1.1.3 Resourced Base View Tool 11 3.0 QUESTION 2 14 3.1 PESTEL analysis tool 15 3.2 Porter’s Five Forces 17 3.3 The Implications for Strategic Development are; 21 4.0 QUESTION 3 21 4.1 Critical Analysis Lessons from Apple’s risky but profitable strategy 21 5.0 REFERENCE: 23 1.0 EXECUTIVE SUMMARY OF APPLE AND NOKIA CASE Apple chalked some initial success with its invention of the Macintosh (Mac) computer but with the introduction of the Windows 1.0 from its rival company (Microsoft), it was faced with a threat in the industry. Their earlier strategic decision of not cooperating with rivals in the industry was seen as a weakness which Microsoft capitalized on to make their software available to other computer manufacturers for a license fee. Apple, diversifying into a new market (mobile telephone industry) with the introduction of user friendly products sought industry cooperation when it came to the launch of subsequent products including the iPod and iPhone. This strategic decision was inspired by its past...
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...My presentation of the analysis of this case would be very specific and to the point. I would relate to certain broad strategy areas and describe them in enough depth to help understand the concept, without going into the complete details. Post analysis of the Harley Davidson turn-around, I see the activities and planning involved by the entire management team, to be somewhat as highlighted below. I would also link these aspects with an (I) Internal and (E) External stakeholder sign, for the purpose of understanding the relationships involved in this re-engineering process. Educate (I+E) -> Create Need (E) -> Supply (E) -> Post-Sales (I+E) -> Promote Loyalty(E) -> Best Practices (E) -> Educate (I+E) Harley Davidson's (HD) entire turnaround effort since 1981 can be bulleted within these critical areas of improvement. More specifically, we could categorize all these above initiatives and more, within three functional areas of priority. Create Demand, Produce Product & Provide Support. Create Demand- a. Branding (E)- The HD leadership embarked on a mission to re-brand their image, and successfully did so with their Ford Truck Initiative and the Diverse Customer Base product positioning. They appealed to a larger population base, than the company had ever done in its history. b. Customer Loyalty (E)- HD had a strong customer base, but with a rapidly ageing customer population the company took some initiatives in developing customer loyalty- to further their brand...
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...Unit 3 Strategic Change Management Prepared by: Task 1: Discuss the Models of Strategic Change There are numerous hypotheses about how to oversee change. The greater part of the hypotheses begin with administration and change administration master, John Kotter who is a teacher at Harvard Business School and widely acclaimed change master. The accompanying eight stages in the change procedure are his commitment. 1- JOHN KOTTER: Eight steps to transforming an organization (Kotter.J, 1995) Building up a feeling of direness Framing a capable directing coalition Making a dream Conveying the vision Enabling others to follow up on the vision Arranging and making transient wins Merging enhancements creating still more change Regulating...
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...Exam case “Strategic Leadership at Coca-Cola: The real thing” Assignment questions: 1. Analyze personal characteristics of top managers of Coca-Cola. How effective was leadership of Coca-Cola executives? What theoretical background you may apply to identify leadership styles of each top manager? Goizueta This person could be identified as a strategic leader, because his style of leadership was in changing Coca-Cola financially, organizationally and culturally. He combined best elements of managerial and visionary approach. He was focused on ideas and the future of organization and was known as business philosopher and emphasized the need for leaders to establish the sense of direction. He felt comfortable to “define the character of the company from his office” and gave people responsibility and authority to get job done e.g. left operational work to his CEE when he was focused on his own role with regard to brand building, making deals and selling concentrate.Goizueta were ready to change things and he considered Coca-Cola as too conservative and wanted to change things. He said, “The world is changing and we are not changing with the world.” Goizueta was also ready to take risks e.g. when he decided to put Coca-Cola trademark on a new product. Goizueta emphasized the importance of relationships and encouraged speedier decision-making. Ivester His leadership style could be described as managerial, (with some elements od strategic) because he focuses on both day-to-day...
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...Case Study: Infosys (A) Strategic Human Resources Management Strategic Human Resources Management defines the organization’s intentions and plans on how its business goals should be achieved through people. It is based on three propositions: first, that human capital is a major source of competitive advantage; second, that it is people who implement the strategic plan; and, third, that a systematic approach should be adopted to defining where the organization wants to go and how it should get there. Strategic Human Resources Management is a process that involves the use of overarching approaches to the development of Human Resources strategies, which are integrated vertically with the business strategy and horizontally with one another. These strategies define intentions and plans related to overall organizational considerations, such as organizational effectiveness, and to more specific aspects of people management, such as resourcing, learning and development, reward and employee relations. Strategic Human Resources Management addresses broad organizational issues relating to changes in structure and culture, organizational effectiveness and performance, matching resources to future requirements, the development of distinctive capabilities, knowledge management, and the management of change. Infosys which was founded on July 2, 1981 in Pune by N R Narayana Murthy and seven others: Nandan Nilekani, N. S. Raghavan, Kris Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok...
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...Asia Pacific J Manage (2008) 25:667–683 DOI 10.1007/s10490-007-9073-0 A strategic analysis of surging Chinese manufacturers: The case of Galanz Gloria L. Ge & Daniel Z. Ding Published online: 10 November 2007 # Springer Science + Business Media, LLC 2007 Abstract Recent years have witnessed the surging of Chinese manufacturers, as China has become the world’s factory floor. This paper presents a case study of one of the most successful manufacturers in China, the Galanz Group, now the world’s largest microwave manufacturer. Based on theories of multinational corporations from emerging economies, the paper examines the process of Galanz’s integration into the global market. The company has developed unique competitive strategies that have made it a great success within China and in overseas markets. The Galanz model suggests strong strategic implications for both Chinese firms and incumbent multinational corporations. Keywords Chinese manufacturers . Strategic analysis . Internationalization . Galanz In the last two decades, China has maintained an average annual growth rate above 7%. China is rising as one of the world’s largest economies and trading powers. As China becomes the world’s manufacturing floor, the competitiveness of Chinese manufacturers and their impacts have emerged as a hot topic. China’s manufacturing output now ranks third in the world only behind the United States and Japan, after overtaking Germany in 2003 (China Daily 2005). Many Chinese manufacturers...
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...[pic] UNIVERSITY OF NAIROBI SCHOOL OF BUSINESS MASTER OF BUSINESS ADMINISTRATION DSM 608: ADVANCED STRATEGIC MANAGEMENT STRATEGIC ANALYSIS OF A CASE STUDY USING ANALYTICAL TOOLS CASE STUDY: GAME TIME DECISION FOR AppDIRECT Presented by: Alick K. Kalima……………………..................................D61/76940/2012 Betty Amulyoto………………………………………………. Linda Ngenoh………………………………………………… Lawrence Njagi………………………………………………. Nyatichi Kibwage…………………………………………….. Elizabeth Akinyi……………………………………………… Stephen K. Ngui……………………………………………… John W. Oichoe……………………………………………… Rebecca Barasa……………………………………………… Mohamed A. Abbey…………………………………………. To: Dr. Zachary Bolo Awino (Ph.D) July 2013. Table of Contents Page 1. Introduction…………………………………………………………………………1 CASE STUDY: AppDIRECT Introduction This essay strategically analyses the case of AppDirect using SWOT as an analytical tool. It looks at the background of the firm, its core business, strategies employed to win competitive advantage, major achievements and challenges faced. The write up further explores the opportunities and threats that the external environment of AppDirect presents to the firm and how they can be taken advantage of and countered respectively. Lastly recommendations and alternatives solutions to challenges will be suggested. 4 Why SWOT Analysis? SWOT is an acronym that stands for Strengths, Weaknesses, Opportunities and Threats. As...
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...Nikky Shah 1405106 Strategic Thinking for Managers 6340 The assignment is solely the work of Nikky Shah. All ideas and views of other people included or referred to are acknowledged and appropriately referenced Nikky Shah 1405106 Introduction The report aims to analyze and examine in detail the strategic thinking process for Mango Madness. The purpose of this report is to identify and recognize the apparent position of the organization, its motto and vision, assessing the internal and external factors, issues, opportunities and challenges. The report also identifies the desired future position of the business and also stresses on Critical success factors and key strategic issues. For precise and accurate investigation, data has been extracted mainly from the case study, Facebook fan page and other sources which have been stated in the appendix. The remainder of the report advises and recommends certain resolutions and techniques that may be valuable to the business and help it to progress towards its motto. CURRENT POSITION OF THE BUSINESS Mango madness started off as a small business offering smoothies at a local market in Henderson in 2009. They started off as a small business but had high hopes and a great potential for growth and improvement. Ever since, the business began operating regularly every week on a larger scale and started participating in more events and even night markets, they have received ongoing success leading the owners to restructure...
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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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...Assessment: Aegis Analytical was a start-up, manufacturing process software provider, developing solutions for the pharmaceutical industry. The company was founded on managerial know-how, established by two co-founders with in-depth knowledge of the manufacturing domain and software know-how, developed their flagship product called Discoverant. Discoverant was a revolutionary product that offered a solution to highly complex problems in the manufacturing process of pharmaceutical companies. The software had the following features: it collected data during the production process, tracked failures and then analyzed the data to give sophisticated bases for solutions to managers. Aegis aspired to be the recognized leader in the process manufacturing technology by providing software that could be used to integrate all major functions and provide system wide information. Environment: The externalities were in favor of the development of a product like Discoverant: 1) The potential customers were facing serious failures during manufacturing process, without being able to collect the data in timely manner and analyze it properly. 2) Pressure from consumer groups and the government were increasing, with fines and legal actions related to quality control reaching severe heights. 3) Pharmaceutical manufactures with annual revenues of $1 billion were the target customer for the Discoverant product. Such companies accounted for 77 percent or $464 million of the total potential...
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...PATCH 3: Leadership & Strategic Change – Case (Managing change at Faslane) Consultative & Coercive Collaborative Consultative & Coercive Collaborative TASK B: Table 6: Competence Analysis of Faslane Competence Analysis | | Up to 2001 | 2002-2010 | Physical Resources | * Well-equipped infrastructure. * Concentrated on infrastructure and facilities. | * All infrastructure are properly operated, enhance operational effectiveness and cost saving. * From infrastructure focus to naval focus. | Financial Resources | * Government budget from taxpayers’ money was not used properly | * Minimized the spending without affect the operational performance. | Human Resources | * Staffs were experienced but unable to utilize properly in management. | * Experienced management team. * Encourage employees participation. | Intellectual Capital | * Home of UK’s nuclear submarines. | * Management expert turned as a home base for entire UK submarines fleet. * Holistic management style. | Source: Johnson, G., Scholes, K., Whittington, R. and Johnson, G. (2011). Exploring strategy. Harlow: Financial Times Prentice Hall. Table 7: McKinsey’s Seven S Model of Faslane (2001-2010) | Strength | Weakness | Hard Elements | Strategy | * Improved performance and efficiency, maintaining good quality services with cost savings * Speeded up decision making process by reducing the review time to 6 days | * Cost saving might cause poor...
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...of Business Research Papers Vol. 4 No.5 October-November 2008 Pp.20-33 The Strategic Issues, Business Plan and Implementation from Situational and Industry Analysis: A Discussion on a Specific Case Moha Asri Abdullah A business strategy is the focal point of the business practices and competitive strategies in the operational management. It is used to strike out a market position, conduct operations, attract customers, compete and achieve organizational objective. Thus, whether a company wins or loses in the marketplace, it is directly attributable to the calibers of a company’s strategy and the proficiency with which the strategy is implemented and executed. This paper attempts to analyse the overall situation of an accountant company in the wine industry known as Moss Adams whose company is facing the problems with strategy and execution in the specific market place of the northern California. To critically analyse this, a number of process involve; First, the use of the situational analysis and SWOT. Then, the Porter’s Five Forces model is also used to illustrate the nature of accounting industry of wineries businesses before strategic issues for Moss Adams’s company will be discussed in relation to the crafting alternative business solutions and predicting the outcomes of the plan. Filed of Research: Business strategy, situational analysis, Porter Five Forces 1. Introduction Strategic business plan and its implementation are the ‘heart and soul’ of any business...
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