TEAM 1 | Jose Bravo, Bryan Henderson, Christina Hoff, Jose Quintana, Tim Robeson.

Slides:



Advertisements
Similar presentations
Building Competitive Advantage through Functional Level Strategy
Advertisements

Principles of Marketing Lecture-40. Summary of Lecture-39.
The Strategy of International Business
5-1 © 2006 by Nelson, a division of Thomson Canada Limited 5/14/2015 Slides developed by: Peter Yannopoulos Chapter 5 Market Segmentation and Target Marketing.
Presented By:- Dharm Jeeta Singh
SIB-429 D: Strategic Management
STRATEGIC MANAGEMENT & BUSINESS POLICY 12TH EDITION
Levels of Strategy. Terms Arrange the following terms in a logical hierarchy: Arrange the following terms in a logical hierarchy: Company Company Division.
International Business 7e
Building Competitive Advantage Through Functional-Level Strategy
Chapter 12 Thinking Strategically About the Business Operation.
Chapter 5 Functional Level Strategy
International Business An Asian Perspective
STRATEGIC MANAGEMENT. The Dynamics of Strategic Planning Strategy Strategy –large-scale action plan that sets the direction for an organization Strategic.
Building Competitive Advantage Through Functional-Level Strategy
The Strategy of International Business
Generic Strategies at the Business Level
Chapter 1 Globalization of markets and competition.
Organizing and Structuring Global Operations
International Business Fourth Edition.
The Strategy of International Business
The Strategy of International Business
The Strategy of International Business
1-1 McGraw-Hill/Irwin ©2008 The McGraw-Hill Companies, All Rights Reserved C H A P T E R SIX Targeting Attractive Market Segments 6.
BASIC STRATEGY CONTENT AND THE MULTINATIONAL COMPANY Strategy content includes the strategic options available to companies –multinational companies.
Global Business Management (MGT380) Lecture #19: Global Strategy.
1 Twelve C h a p t e rC h a p t e r The Strategy of International Business Part Five Competing in a Global Marketplace.
BASIC STRATEGY CONTENT AND THE MULTINATIONAL COMPANY Strategy content includes the strategic options available to companies –multinational companies.
Focus strategy Lecture No. By Salman Shahid. Business Level Strategy An organization strategy that seek to determine how an organization should compete.
INTERNATIONAL MARKETING MANAGEMENT SESSION 3: ESTABLISHING INITIAL ENTRY OBJECTIVES: DEVELOPING COMPETITIVE ADVANTAGE 1.
©2004 by South-Western/Thomson Learning 1 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis Robert E. Hoskisson.
Global Strategic Management IKEA: Analyzing industry globalization potential; strategy as revolution.
What determines a firm’s competitiveness? – Business strategy How to compete – looks at how a firm competes within an industry or market. Also known as.
Recap Chapter 1 & 2. CHAPTER 1 The 3 Basic Functions of Business Organizations Operations Finance Marketing Organization.
©2003 Southwestern Publishing Company 1 The External Environment: Opportunities, Threats, and Industry Competition, and Competitor Analysis Michael A.
INTERNATIONAL MARKETING MANAGEMENT SESSION 3: ESTABLISHING INITIAL ENTRY OBJECTIVES: DEVELOPING COMPETITIVE ADVANTAGE 1.
Strategy Formulation: Situation Analysis and Business Strategy
CHAPTER 13 THE STRATEGY OF INTERNATIONAL BUSINESS.
OPERATIONAL STRATEGY of GALANZ Economics and Management, Tongji University Teacher’s Name : WANG Shijin Student’s Name: Md. Manik Rana Chowdhwry ( )
Expansion Plan WEMBA 16-Team 3. 五年计划 -5 Year Plan Economic Targets Economic Restructuring Innovation Environment and Clean Energy Agriculture Livelihood.
Chapter 8 Strategy in the Global Environment
Developing the Marketing Strategy.
MGT301 Principles of Marketing
Creating Competitive Advantage
CHAPTER 3: STRATEGIC PLANNING.
Opportunities and Outcomes of International Strategy
Global Marketing Management
Chapter 6 Targeting Attractive Market Segments
Michael A. Hitt R. Duane Ireland Robert E. Hoskisson
three Chapter Eleven Organizing and Structuring Global Operations.
Knowledge Objectives Understand the 4 strategies for foreign expansion
DEL MONTE CORPORATION Chile Dried Fruit & Nut Conference
Strategic Management/ Business Policy
THE STRATEGY OF INTERNATIONAL BUSINESS
Ch. 8 Global Strategies and the Multinational Corporation
Chapter 8 Strategy in the Global Environment
Strategy and Management Control system
Chapter 5: Business-Level Strategy
FMA 601 Foreign Market Analysis
International Business
Where are we?.
Chapter 14 (Hill) & Chapter 11 (Daniels)
The Strategy of International Business
Chapter 8 Strategy in the global Environment
The Global Environment
Marketing Management 2 Miss/ Eman Elfar
Corporate-Level Strategy: Related and Unrelated Diversification
What affects our business from the outside?
Strategy and Management Control system
Corporate-Level Strategy: Related and Unrelated Diversification
Presentation transcript:

TEAM 1 | Jose Bravo, Bryan Henderson, Christina Hoff, Jose Quintana, Tim Robeson

WHAT IS GALANZ FACING? China’s 12 th 5 Year Plan Summary Economic Impact: “Higher Quality Growth” Strategic industries and innovation Sustainability and Environmental considerations Population and demographic shift Lower barriers for competition but more incentives for growth (IPO) Geopolitical risk

GALANZ STRATEGY DIAMOND Economic Logic Sequence Differentiators Arenas Vehicles How does Galanz move forward into the future? Strategic shift in organizational management structure to increase product value Refocus internal capabilities on key strengths (OEM & OBM) Overhaul operations to increase sustainable R&D and production Leverage domestic market and geopolitical environment Develop an efficient corporate foreign policy

ORGANIZATIONAL CHART Galanz Holding Co. Galanz InternationalGalanz MagnetronGalanz China

GALANZ STRATEGY DIAMOND - ARENAS Economic Logic Differentiators Arenas Staging Domestic China Division focused on OEM sales to price sensitive market segment, high volume, repetitive operations model International International Division focused on marketing and sales of OBM Galanz brand products globally to the high end of consumer market segment globally, with high volume, product operations model Vehicles

GALANZ STRATEGY DIAMOND - VEHICLES Economic Logic Differentiators Arenas Vehicles New plant Green investments Build in inland, Western regions New management structure Tiered and incentivized management structure International focus on customer service R&D capabilities Increased R&D; leveraging US R&D Center Strategic corporate foreign policy Reduce geopolitical risk Diplomacy approach Staging

GALANZ STRATEGY DIAMOND - DIFFERENTIATORS Economic Logic Differentiators Arenas Vehicles Trade-offs… what should Galanz give up? ODM- discontinue and subsume capabilities into OBM. Why? Custom design and mfg undermines high volume, economies of scale advantage of OEM and OBM business Custom ODM requirements cause ongoing synchronization issues between Operations and R&D Results in tight strategic alignment between OEM operations and Galanz China, and OBM operations and Galanz International How does Galanz differentiate from competition? Superior R&D What else? Staging

GALANZ STRATEGY DIAMOND - STAGING Economic Logic Differentiators Arenas Vehicles Sequence of execution Stage 1 — During Plant Construction Structural reorganizing of culture and management Creation of Galanz Holding Co. and subsidiaries New construction of plant Invest in sustainable R&D Stage 2 — New Plant Complete Hire new labor force Introduce new management structure Begin improved operations International Division focus Continued R&D for innovation in OBM Staging

GALANZ PRODUCT PROCESS MATRIX Rep Process Focus Repetitive Focus Product Focus Mass Customization Variety Volume Process Focus Repetitive Focus Product Focus Mass Customization Variety Volume Repetitive focus shift to combination of Repetitive and Process focus

GALANZ STRATEGY DIAMOND – ECONOMIC LOGIC Economic Logic Differentiators Arenas Vehicles Increased value creation through: Greater target market focus and operational efficiency through China and Int’l divisions that are supported by Galanz Holding Co. Increased economies of scale in manufacturing through elimination of ODM business and creation of Galanz Megatron, focusing on high volume production for OEM/OBM mkts Enhanced understanding of local market cultures and end user preferences will foster greater innovation in OBM product design and differentiation that will also benefit OEM manufacturing Staging

THANK YOU