Topic Gateway Series Strategic Analysis Tools Strategic Analysis Tools Topic Gateway Series No. 34 Prepared by Jim Downey and Technical Information Service 1 October 2007 Topic Gateway Series Strategic Analysis Tools About Topic Gateways Topic Gateways are intended as a refresher or introduction to topics of interest to CIMA members. They include a basic definition, a brief overview and a fuller explanation of practical application. Finally they signpost some further resources
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market leader for luxury cars in the UK. The subsequent analysis is based exclusively on sources collated from secondary research data. Research data consisted of chronicles and literature from BMW, domestic and foreign journals, marketing and market statistics, as well as published company reports. To reveal the success story of BMW, we will explore the concern with the aid of the SWOT-Analysis and of course using the 5-Forces according to Porter, to compare BMW with their competitors in the same product
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INDUSTRY AND COMPETITIVE ANALYSIS Crafting strategy is an analysis-driven exercise. Managers need to carry out an assessment of the environment in which the organisation operates. Managers cannot get by with opinions, good instincts and creative thinking. Three situational considerations are: 1. Macro-environmental analysis; 2. Industry and competitive conditions; 3. A company¹s own internal situation and competitive position. MACRO-ENVIRONMENTAL ANALYSIS This includes
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areas: The organization’s internal resources, The external environment within which the organization operates, The organization’s ability to add value to what it does and other core elements include clarification of strategic direction , strategic analysis, development of strategic options, strategy implementation and management of strategic change. Traditionally, Google
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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
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Chicken Delight Ltd Company and Product Profile Chicken Delight Ltd was incorporated on the 22nd March 2001. The company is a franchise, offering five product lines; it sells fried chicken, chips, burgers, salads and soft drinks. In the early 2000's, with the
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weekly its stores and group revenue of £9.7bn in 2011, Marks&Spencer (M&S) is one of the most important UK retailers. Expanded all across Europe, Asia and Middle East, M&S has a store network of 152 wholly-owned and partlyowned locations and 209 franchises (2011), transforming more and more into a strong international business presence that offers great value clothing, extremely high quality food and a variety of home products. M&S strategy is to become a global multi-channel retailer (Bolland, 2011)
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Fathoming Porter’s five forces model in the internet era G.D. Karagiannopoulos, N. Georgopoulos and K. Nikolopoulos G.D. Karagiannopoulos is at TREK Consulting SA, Athens, Greece, N. Georgopoulos is at the Department of Business Administration, University of Piraeus, Piraeus, Greece and K. Nikolopoulos is at the Lancaster Centre for Forecasting, Department of Management Science, Lancaster University Management School, Lancaster, UK. Abstract Purpose – To investigate the impact of the internet
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Porter’s Industry Analysis of the Global Paper and Paper Products Industry BY: Craig I Dworkin Date: March 12th, 2012 Threat of New Entrants Rate of Force: 4 (Moderately - High) 6 Economies of Scale 3 Product Differentiation 6 Capital Requirements 2 Switching Costs 4 Access to Distribution Channels 2 Cost Disadvantage Independent to Size 5 Government Policy The Global Paper and Paper Product Industry are considered to have a high barrier to entry. It is “rather
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strategic management and thinking, including models of business-level competitive advantage * Evaluate contemporary challenges to traditional strategic management and thinking models * Apply systems-thinking principles to the framing and analysis of business problems and opportunities * Develop innovative business strategies designed to achieve sustainable solutions * Synthesize principles of sustainable strategic management and thinking into a viable problem statement for use in
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