Table of Contents 1. Introduction to Strategic Analysis & Understanding Competitive Markets 5 Course Introduction and Introduction to Strategy 5 Introduction to Strategy 5 Strategist’s Toolkit: Introduction Reading 5 Strategist’s Toolkit: Competitor Analysis Reading 5 Strategist’s Toolkit: Environmental Analysis Reading 5 Strategist’s Toolkit: Appendices Reading 5 Strategic Analysis 5 Strategic Analysis 5 The Strategist’s Challenge 5 Strategist’s Toolkit: Basic Tools 5
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of Business growth Need for growth Advantages of growth Limitations of growth Forms of growth 10.6.1 Organic growth 10.6.2 Inorganic growth Meaning of growth strategy Types of growth strategies 10.8.1 Intensive Growth strategy 10.8.2 Diversification 10.8.3 Modernization 10.8.4 Merger 10.8.5 Joint Venture Crisis in Business Growth Summary Glossary Self Assessment Questions Further Readings 10.0 INTRODUCTION In earlier units we discussed the processes involved in the setting up
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KHAN CHRISTOPHER PEAT LINDA RICHARDS FIRAT UCER * 2. QUESTION THREE “What criteria should Branson apply in deciding what new diversification to pursue?” * 3. CONTENTS Overview of Virgin Virgin’s beliefs Diversified companies Operational differences Operational Focus Resources and Capabilities Competitive advantage Virgin added value Focus of diversification Virgin checklist Conclusion * 4.
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Introduction of Ansoff Matrix This well known marketing tool was first published in the Harvard Business Review (1957) in an article called ’Strategies for Diversification’. It is used by marketers who have objectives for growth. Ansoff’s matrix offers strategic choices to achieve the objectives. There are four main categories for selection. The market penetration strategy is the least risky since it leverages many of the firm’s existing resources and capabilities. In a growing market‚ simply maintaining
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References: Ansoff‚ I. H. (1957). Strategies for diversification. Harvard Business Review‚ Vol. 35‚ No. Ansoff‚ I. (1984). Implanting Strategic Management. London: Prentice Hall International. Ansoff‚ I. (1989). Corporate Strategy. rev. Edition‚ Penguin‚ Harmondsworth. Christensen‚ C. & Cook‚ S. & Hall‚ T.
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Strategies Applied Strategy can be defined with a plan or method chosen to bring about a desired future‚ such as achievement of an objective or goal organization and solution to a problem. Strategy is the direction and scope of an organization in a changing business environment through the configuration of its resources and competence with a view to meeting stakeholder expectation (Toluwalope‚ 2016). Besides‚ strategic management includes the strategic planning‚ implementation and control of the
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Diversification strategy of Aditya Birla Group 5th to 9th para Aditya Birla group of company was formed in the year 1870‚ when Seth Shiv Narayan Birla launched a trading business of cotton & Jute in Pilani‚ in the state of Rajasthan. His son‚ Baldeo Das Birla‚ had moved to Calcutta which was the hub of business activity and over there Baldeo Das Birla’s son Ghanshyamdas Birla started up a jute mill. Thus in 1919 the family’s industrial holdings were established. Then just after India’s independence
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Integrative Case 3.1: Corporate Strategy at Cardinal Health Discussion question 1: What are the benefits and costs of Cardinal Health’s product-related diversification strategy? Firstly‚ Walter started implementing its product-related strategy on time‚ in 1996‚ when FoxMeyer went bankrupt. If‚ the company was not diversified and dependent only on one product division‚ it might have ended up as FoxMeyer. Also‚ the drug distribution division has been forced to lower its prices by health care providers
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geographic expansion (increase U.S. emphasis or expansion to new European Union countries) or product expansion. Implementation options include a merger‚ acquisition‚ or internal growth. Several opportunities for geographic expansion and product diversification exist‚ and implementation options include make‚ buy‚ or ally decisions. KTM is a successful European off-road motorcycle manufacturer with sales in 72 countries. KTM has been experiencing impressive growth in both its top and bottom lines over
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Performance Between PCB and NCB of Banking System in Bangladesh This study attempts to identify the factors related to service performance of all the nationalized & private commercial banks of Bangladesh in a portfolio. It identifies the relationship between age‚ educational background‚ profession‚ and length of involvement‚ types of services obtained by the consumers from the banks and the service quality factors. An extensive survey has been performed with a structured questionnaire to identify
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