Delta Airlines Board of Directors Presentation October 18‚ 2013 Consultants: General Overview of Delta Airlines Strategy DELTA’S CURRENT STRATEGY COMPANY’S SANDBOX High rivalry makes industry unattractive Profitability increasing‚ but still below cost of capital Consolidation trend has reduced rivals helping profits Trainer refinery acquisition: using vertical integration to address Delta’s largest expense Metrics of improving flight completions‚ on-time arrival rate and
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commanding a price premium. This quality level is also established in the acquired companies. Moreover‚ by consolidating industry capacity at high and low price points Newell reduces price pressure in the market‚ creates economies of scale and entry barriers based on “critical mass”. Newell also capitalizes on economies of scope by leveraging relationships with discount retailers to get shelf space and favorable terms and conditions for products of other subsidiaries in its portfolio‚ too. Centralized
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PORTER’S FIVE FORCES 4 Power of Suppliers Criteria Level Effect on Power Effect on Profit Difference of Inputs High Increases Decreases Cost of Switching Suppliers High Increases Decreases Threat of Forward Integration High Increases Decreases Supplier Concentration High Increases Decreases Difference of Inputs Product differentiation within inputs in the tech industry is largely dependent on how recently the input has been developed (the extent of which it is considered
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Business Analysis and Valuation: IFRS Edition Instructor’s Manual – Discussion Questions Palepu – Healy – Bernard – Peek 2 Instructor ’s Manual Dot-Com Crash-3 Instructor’s Manual – Discussion Questions Table of Contents Table of Contents...........................................................................................................3 Chapter 1 A Framework for Business Analysis Using Financial Statements................4 Chapter 2 Strategy Analysis.................
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BPL 5100 Business Policy (Spring 2010) Mid-term Exam Name: Section: OQ13C Please finish the exam within 120 minutes. It is open book and open notes. Part I Multiple Choices (Please use RED color to mark your answers): Question 1 to 20: Each is 3 points; Question 21 to 30: Each is 2 points. 1. The four key attributes of strategic management include the idea that A. Strategy must be directed toward overall organizational goals and objectives B. Strategy must be focused on long-term objectives
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October 27TH‚ 2010 SWITCHING BARRIERS RESEARCH 1 UNDERSTANDING CONSUMER COMPLACENCY TO SWITCHING TO THE BEST OFFER According to behavioral economists‚ consumers don’t always behave rationally‚ like a market (in theory) does‚ and they don’t make decisions based solely on facts or logic such as price or quality. Other psychological factors have an impact on decisions. This explains why very often‚ consumers become complacent when faced with the best value proposition. FEAR OF OVERPAYMENT
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(Jakarta) 4. Dasar Pengenaan Pajak Kendaraan Bermotor dan Bea Balik Nama Kendaraan Bermotor (PP NOMOR 2 TAHUN 2012) Porters 5 forces of competition for Nissan Threat of Entrants: (Low threat) For any Nissan competitor‚ there are significant barriers to entry‚ including finding and sourcing suppliers to build various components‚ setting up manfucaturing operations‚ and establishing a dealer network through which to sell cars. Buyer Power: (Low Buyer power) Buyers are pretty fragmented around the
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Effects of Switching Barriers on Satisfaction‚ Repurchase Intentions and Attitudinal Loyalty Claes-Robert Julander Ragnar Söderberg Professor of Business Administration Center for Consumer Marketing Stockholm School of Economics1 Magnus Söderlund Associate Professor Center for Consumer Marketing Stockholm School of Economics SSE/EFI Working Paper Series in Business Administration. No. 2003:1. Stockholm: January 2003. 1 Claes-Robert Julander Stockholm School of Economics Box 6501 se
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is slow Basis of completion: differentiation (profits depend on costs to you of uniqueness supporting a higher price for your product) or price-based (drive cost down before profit) 2- Risk of new entrants into the industry Examples of barriers to entry (making the force lower‚ and better for companies in the industry) a. Size of existing industries b. Timing advantages – existing firms have established brands c. Buyer switching costs – i.e. cell phone cancellation d.
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Executive Summary: Porsche is a reputable global manufacturer of economical sports car and is planning in expanding its operations in to SUV market. The strategy of Porsche has been the fine balance between externalizing the manufacturing of 75% of its components via contracts with suppliers‚ while maintaining core competencies in design‚ interiors‚ engines‚ and aesthetic values by internalizing the assembly and marketing. This has helped them to differentiate by offering brand value recognition
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