Chapter 8 McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

Slides:



Advertisements
Similar presentations
Unit 5 Strategy Discussion Outline
Advertisements

10 Chapter 10: Corporate Strategy: Diversification, Acquisitions, and Internal New Ventures BA 469 Spring Term, 2005 Professor Dowling.
Managing Strategy and Strategic Planning
1 © 2001 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Copyright STRATEGIES FOR COMPETING IN GLOBALIZING MARKETS CHAPTER 6.
2-1 Strategic IT The purpose of information system: To gain competitive advantage To solve problem To assist in decision making.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 6 Organizational Strategy
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Why Study Strategic IT? Technology is no longer an afterthought in forming business strategy, but the actual cause and driver. IT can change the way businesses.
10 Corporate Strategy: Diversification, Acquisitions, and Internal New Ventures.
Learn Management the Easy Way with the Help of Downloadable Power-point Presentations - Learn at Your Own Pace. The Presentation contains Animation. To.
McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved Marketing Concept, Customer Needs, American Marketing Association, Customers, Employees,
Strategic Management.
Essentials of Management Chapter 4
PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business & Professional Publishing. All rights reserved.
Management Practices Lecture 11.
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Planning and Strategic Management Chapter 04.
1 McGraw-Hill/Irwin Copyright © 2004, The McGraw-Hill Companies, Inc. All rights reserved. Chapter 2 Competing with Information Technology.
Copyright © 2011 The McGraw-Hill Companies All Rights ReservedMcGraw-Hill/Irwin Chapter 1 Strategic Planning and the Marketing Management Process.
The Marketing Management Process
Planning, Strategy, and Competitive Advantage
2-1 McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved.
Competing with Information Technology
© 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved
2 - 1 Copyright © 2006, The McGraw-Hill Companies, Inc. All rights reserved.
Planning, Strategy, and Competitive Advantage
chapter 6 Strategy McGraw-Hill/Irwin Principles of Management © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.
2-1 McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved.
© 2003 Pearson Education Canada Inc.
Lecture 12 Strategies in Action. Lecture Outline Long-Term Objectives Types of Strategies Integration Strategies.
Chapter 6 Business-Level Strategy
Strategic Planning and the Marketing Management Process © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved. McGraw-Hill/Irwin Marketing Management,
©2008 by Nelson, a division of Thomson Canada Limited 1 Management Second Canadian Edition Chuck Williams Alex Z. Kondra Conor Vibert Slides Prepared by:
International Business 9e By Charles W.L. Hill McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Management in Action: Book Summary Team #2 Cynthia Ceniceros, Russell Johnson, Peyton Kampas, Ben Griffin.
Chapter 8 STRATEGIC MANAGEMENT © Prentice Hall,
Business Level- Strategy: Creating and Sustaining Competitive Advantages Chapter Five McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies,
Chapter Six Strategic Management: How Exceptional Managers Realize a Grand Design McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc.
Entrepreneurial Strategy and Competitive Dynamics Chapter Eight McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 8 Strategy Formulation and Execution. Every company is concerned with strategy – It determines which organizations succeed and which ones struggle.
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter2 COMPETING WITH INFORMATION TECHNOLOGY. Goal: Introduces fundamental concepts of competitive advantage through information technology and illustrates.
MT460 Mgmt Policy & Strategy
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.5 Strategic Management Business Level Strategy: Creating and.
MT 460 MENTOR Education is Power/mt460mentor.com
Strategic Management Review of the Basics
10 Corporate Strategy: Diversification, Acquisitions, and Internal New Ventures.
Chapter 8 STRATEGIC MANAGEMENT © Prentice Hall,
Chapter 6 – Organizational Strategy
Chapter 9 Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing.
MT 460 Competitive Success/snaptutorial.com
BUS 485 Competitive Success-- snaptutorial.com
BUS 485 Education for Service-- snaptutorial.com
MT 460 Education for Service/snaptutorial.com
BUS 485 Teaching Effectively-- snaptutorial.com
CORPORATE-LEVEL STRATEGY: RELATED AND UNRELATED DIVERSIFICATION
Chapter 9 Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing.
Chapter 6 Organizational Strategy
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 9 Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing.
Chapter 8 STRATEGIC MANAGEMENT © Prentice Hall,
CORPORATE-LEVEL STRATEGY: RELATED AND UNRELATED DIVERSIFICATION
Strategic Management and Strategic Competitiveness
Corporate-Level Strategy: Related and Unrelated Diversification
Corporate-Level Strategy: Related and Unrelated Diversification
Chapter 6 Organizational Strategy
Presentation transcript:

Chapter 8 McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives 1. Determine why a business would choose a low- cost, differentiation, or speed-based strategy 2. Explain the nature and value of a market focus strategy 3. Illustrate how a firm can pursue both low-cost and differentiation strategies 4. Identify requirements for business success at different stages of industry evolution 5. Determine good business strategies in fragmented and global industries 6. Decide when a business should diversify 8-3

Evaluating Differentiation Differentiation requires that the business have sustainable advantages that allow it to provide buyers with something uniquely valuable to them Differentiation usually arises from one or more activities in the value chain that create a unique value important to buyers Strategists use benchmarking and consider the 5 forces in considering differentiation 8-4

Low Cost Strategy What is a low cost strategy? 8-5

Differentiation Strategy Stouffer’s frozen food packaging and sauce technology, Apple’s control of iTunes download software that worked solely with iPods at first, American Greeting Card’s automated inventory system for retailers, and Federal Express’s customer service capabilities are all examples of sustainable advantages around which successful differentiation strategies have been built.

Diversification What is meant by diversification??

Reasons for diversification include (1) reducing risk of relying on only one or few income sources, (2) avoiding cyclical or seasonal fluctuations by producing goods or services with different demand cycles, (3) achieving a higher growth rate, and (4) countering a competitor by invading the competitor's core industry or market. In contrast to vertical integration, diversification does not increase a firm's market or monopolistic power. Also called market diversification

Diversification Can diversification increase profitability?

Diversification Diversification can increase profitability when managers leverage competencies to create business units in new industries. This is based on the idea that a source of competitive advantage in one industry may be one in another industry. Diversification can increase profitability when managers utilize product bundling. Product bundling allows a company to expand its product line and offer customers a package of related products. Diversification can increase profitability when managers use diversification to reduce rivalry in one or more industries. This may occur if entry into an industry keeps a competitor in check. Diversification can increase profitability when managers utilize general organizational competencies that increase the performance of all of a company’s business units. These competencies are found in top management and transcend businesses and may include things such as entrepreneurial skills, capabilities in organizational design, and strategic capabilities.

Diversification What is an example of a firm that has diversified with an internal new venture?

Two general types of diversification Related diversification refers to establishing a business unit in a new industry that is related to a company’s existing business units by some kind of linkage or commonality between one or more components of each business unit’s value chain. Unrelated diversification refers to the movement into new industries to capture the profit-enhancing advantages of implanting general organizational competencies in new business units, and perhaps to capture the benefits of multipoint competition.

WHAT’S DUE FOR UNIT 6 DISCUSSION QUESTION: Comparing BWM and Lincoln. These two companies compete in the same strategic group. Browse the sites and look for each company's business-level strategy. In what ways are the luxury car companies' strategies similar? In what ways are they different? Which company would you say has the competitive advantage? Why?

WHAT’S DUE FOR UNIT 6 Unit 6 ASSIGNMENT is a little different in that it should be submitted as a PowerPoint presentation. The directions are: Prepare a case study analysis, Case 7, The Apollo Group, Inc. (University of Phoenix) (PDF). Closely follow the Case Study Analysis Template by clicking on the hyperlink. Please utilize this template to help you complete this assignment. Use titles and subtitles per slide for each guidelines element. Focus upon the idea of the company's multi-business strategy through analysis that will help move The Apollo Group forward. Please include the SWOT analysis with the four quadrants on the SWOT Diagram slide. A basic PowerPoint template for this Assignment can be found in Doc Sharing. (MT460_Unit_Six_PPT_Assignment_Template.pptx). For extra help on using this template, watch the Assignment walkthrough located under the Case study tab.

QUESTIONS? COMMENTS?? CONCERNS???