Alternatives to Generic Typologies in SHRM 1 ALTERNATIVES TO GENERIC STRATEGY TYPOLOGIES IN STRATEGIC HUMAN RESOURCE MANAGEMENT Clint Chadwick Peter Cappelli Management Department The Wharton School University of Pennsylvania 3620 Locust Walk‚ Suite 2000 SH-DH Philadelphia‚ PA 19104 phone: (215) 898-6598 fax: (215) 898-0401 Forthcoming in Wright‚ Dyer‚ Boudreau‚ and Milkovich (eds.)‚ Research in Personnel and Human Resources Management‚ Greenwich‚ CT: JAI Press. Alternatives to Generic Typologies
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THEME 8: GENERIC 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
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MANAGEMENT 1 Question Why does each of the five generic competitive strategies require a different set of product/market/distinctive competency choices? Give examples of pairs of companies in Zimbabwe’s computer industry and food industry that pursue different competitive strategies. Answer The five generic competitive strategies have become some of the most used competitive strategies in contemporary corporate management. Michael E. Porter (1980) described competitive strategy as“… being
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International Journal of Trade‚ Economics and Finance‚ Vol. 1‚ No. 2‚ August‚ 2010 2010-023X The Use of Michael Porter’s Generic Strategies in the Romanian Hotel Industry Ovidiu N. Bordean‚ Anca I. Borza‚ Răzvan L. Nistor and Cătălina S. Mitra‚ Abstract— Porter’s generic strategies remain one of the most widely accepted typology of strategic options for businesses. Using a survey a sample of 69 hotel managers from the Nord-West part of Romania was questioned about their current strategic
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Porter argues that if a firm is to attain competitive advantage; it must choose between the types of competitive advantage it seeks‚ discuss using an industrial example? An industry can be defined as a group of companies offering products that are closely substituting for each other in order to satisfy customers. Competitive advantage can be defined as when a firm sustains profit which exceeds the company’s average; it automatically possesses competitive advantage over rivals. The business strategy
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has the potential to be‚ it’s competitive advantage. Michael Porter‚ believed that the basis for this advantage falls under 3 base strategies of Cost leadership‚ Differentiation and Focus. With the use of his generic strategy model‚ a firm‚ understanding where its competitive advantage lies‚ can then formulate and implement an effective business strategy geared towards the sustainability of this advantage. The 3 bases‚ formed 5 generic strategies : Cost Leadership‚ strongly speaks towards the production
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Background Like many companies‚ Digi salespeople relied on homegrown processes to manage customer. These methods led to common problems associated with sales information that is not centralized. Digi faced challenges understanding the status of opportunities‚ inputting data manually into multiple systems‚ tracking proposal approval status and lines activation status‚ and tracking the success of marketing campaigns. “Management did not have a complete view of what was going on in the sales
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The reason is‚ comparing to others DiGi products DiGi mobile broadband and wireless broadband are still new to the consumers as DiGi launched the broadband in the recent years. Moreover‚ the concepts and features of DiGi mobile and wireless broadband for the consumers are not strong enough. In this stage‚ DiGi company can invest more on promotional costs and development costs of mobile and wireless broadband to offset all the profits. 8.1.2 Growth Stage DiGi Smartphone Devices are in the growth
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DiGi Telecommunications Sdn. Bhd.‚ DBA DiGi‚ is a mobile service provider in Malaysia. It is owned in majority by Telenor ASA of Norway with 49%. On 24 May 1995 DiGi became the first telco in Malaysia to launch and operate a fully digital cellular network. They were also the first to offer GPRS (2.5G) and later EDGE (2.75G) in Malaysia in 14 May 2004. DiGi primarily uses the 1800 MHz band for GSM with the network code of 50216. DiGi is listed on the Bursa Malaysia under the Infrastructure category
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company’s revenue. KFC’s main motive is to manage profitable customer relationship. Professor Michael Porter suggests that strategy formulation requires an analysis of the attractiveness of an industry and the company’s position within that industry. This analysis becomes the basis for formulating generic strategies. Industry Analysis In the analysis of the industry‚ Porter identified five forces: 1) the competition among companies (21 the threat of new companies entering the market
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