describe the four product/market expansion grid strategies and explain which strategy Google implemented with the Nexus One. The four product/market expansion grid strategies are Market Penetration‚ Market Development‚ Product Development‚ and Diversification. The Market Penetration strategy is when a company is introducing a new product into the market that has similarities to current products in the market. One of the most effective ways to use this strategy is to encourage their current customers
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STRATEGIES 1. Introduction. 2. The Porter’s approach: competitive strategies (cost advantage‚ differentiation advantage and specialization). 3. The Ansoff’s approach: the Growth Matrix (market penetration‚ product development‚ market development‚ and diversification). 4. An integrating approach. © Alfonso VARGAS SÁNCHEZ 1 Hope is not a strategy‚ specially when internationalizing the company is the intention 2 Strategic Analysis: Compulsory Questions What business is the organisation in? manufacturing/retail
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the design and production rights to the M1 Abrams main battle tank and the STRYKER combat vehicle platforms. While the diversification into the sale of private aircraft industry‚ the market is more cyclic and volatile due to a perfect competition condition. Primary competitors being Cessna‚ Hawker‚ Bombardier and Dassault Falcon. I recommend conglomerate diversification for expanding product and service offerings for new customers‚ possibly within the DoD. By leveraging the robust customer
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CHAPTER 6 STRATEGY FORMULATION: CORPORATE STRATEGY Corporate Strategy Corporate strategy deals with three key issues facing the corporation as a whole: 1. Directional strategy- the firm’s overall orientation toward growth‚ stability‚ or retrenchment 2. Portfolio strategy- the industries or markets in which the firm competes through its products and business units 3. Parenting strategy- the manner in which management coordinates activities‚ transfer resources‚ and cultivates
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more profitable than others III. Diversification and Corporate Office A. Observation: some firms are in one business‚ others are in more than one a. Why? b. Many reasons Cyclicality Risk management Complementarities Others B. Terminology a. Focus(ed) => 1 business b. Diversified => more than 1 business C. Diversification types a. Related: similar customers‚ similar price points‚ similar products‚ etc. (YUM!) b. Unrelated: (PPG- paint‚ glass) c. Conglomerate: relatively rare‚ huge number of businesses
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Chapter 5 Strategies in Action 1) Long-term objectives represent the results expected from pursuing certain strategies. 2) Objectives provide direction and allow for organizational synergy. 3) Strategic objectives include those associated with growth in revenues‚ growth in earnings‚ higher dividends‚ larger profit margins‚ and improved cash flow. 4) Strategic objectives include larger market share‚ quicker on-time delivery than rivals‚ shorter design-to-market times than rivals‚ lower
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direction‚ it is bases on coordination and continuous effort directed toward attaining long-term business objective. This principle will include concentrated growth‚ market development‚ product development‚ innovation‚ concentric diversification or conglomerate diversification. Concentrated growth can be defined as a strategy that firm can direct resources toward a profitable growth of a leading product or a dominant technology. This strategy can thoroughly develop and exploit different opportunity
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follows; The corporate strategy is the set of businesses in which an organisation competes and allocates its resources. It may be concentration‚ vertical integration‚ concentric diversification or conglomerate diversification. But the strategy adopted by Daewoo is conglomerate diversification. Conglomerate diversification “The strategy used to add new businesses that produces unrelated products or are involved in unrelated markets and activities.”ii Daewoo is involved in the following markets and
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Action Acquisitions & Alliances CORPORATE STRATEGY AND DIVERSIFICATION Learning objectives After reading this chapter‚ you should be able to: Key terms ● Identify alternative strategy options‚ including market penetration‚ product development‚ market development and diversification. ● Distinguish between different diversification strategies (related and conglomerate diversification) and evaluate diversification drivers. ● Assess the relative benefits of vertical integration
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stagnant period in Disney’s storied history‚ CEO Bob Iger joined the company in 2000 as president and later became the CEO‚ succeeding Roy E.Disney. Iger vision to turn Disney’s quest to become a well-diversified mega media conglomerate was realized with strategy of related diversification with the goal of enhancing the company with major dividends. The Walt Disney Company started primarily in 1923 as a studio animation company. Over the past 80 years‚ Disney has grown to become a mega-entertainment empire
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