A Comparative Study of Strategies Adopted by Wal-Mart and Carrefour in China: A Resource-Based Perspective By Yue‚ LIU September 2007 Acknowledgements I appreciate my dissertation supervisor Dr Wang‚ for his continuous patience‚ support‚ guidance and constructive comment throughout the period of my dissertation. I would like to thank the professors and lectures from whom I learned a lot throughout my master year. I also would like to show my gratitude to Nottingham University Business
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Table of Contents Overview 1 Problem Statement 1 Symptoms 1 PESTEEL Analysis 2 TOWS Analysis 3 STRATEGY 4 GE Matrix 4 Porter’s Five Forces 5 Effect of Strategy on Porter’s 5 6 BEAM ANALSYIS 6 Effect of strategy on BEAM 7 TOPS Framework 7 Organization 7 Technology 9 People 10 Topology of Stakeholders 11 Expert Models 12 Jick`s “The Ten Commandments” 12 Orlikowski & Hofman 14 McKinsey’s 7-S Framework 16 Nadler & Tushman “Framebending” 19 TTA/TTI 20
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Heineken is brewery with a long history and tradition of superior quality and taste. The brand is very well suited to increase it’s global sales and presence through its many strengths. (Table Below). Conversely there are several weaknesses which need to be addressed to bring the company to global market it desires. Strengths Weaknesses • Superior quality • Special Distinctive Taste • Original formula • Heritage & Tradition • Premium brand • Attractive packaging • Most heavily advertised
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PERFORMANCE Michael Porter Contents Introduction Chapter 1: Competitive Strategy: The Core Concepts 3 The Structural Analysis of Industries 4 Industry Structure and Buyer Needs 6 Generic Competitive Strategies 7 Cost Leadership 8 Differentiation 9 Focus 9 Stuck In The Middle 10 Sustainability 12 RISKS OF COST LEADERSHIP 12 RISKS 12 OF DIFFERENTIATION 12 RISKS 12 OF 12 FOCUS 12 Generic Strategies and Industry Evolution 13 Generic Strategies and Organizational Structure
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that wants to succeed needs to have a well-defined strategy. We at Nestle believe in this philosophy and in this short presentation‚ I will help you understand exactly what a competitive strategy is and what it entails. My presentation is based solely on the ideas of strategy guru Michael Porter as represented in his 1996 article “What is strategy?” In determining what a strategy is‚ it is important to differentiate between competitive strategy and operational effectiveness. Whereas operational
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Strategic Choice and Evaluation The next phase associated with strategy formulation is the strategic analysis and choice phase of the process. According to Pearce & Robinson (2013)‚ “Business managers examine and choose a business strategy that allows their business to maintain or create a sustainable competitive advantage” (p. 238). Therefore‚ a business such as Spirit Airlines should evaluate their current strategy and determine areas of improvement in order to grow the business in a way
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CHAPTER 5 Building Competitive Advantage Through Business-Level Strategy SYNOPSIS OF CHAPTER The purpose of this chapter is to discuss the various business‑level strategies that a company can use to compete effectively in a business and in an industry. This chapter argues that the basis of all successful business models is the choice of business-level strategies that work together to provide competitive advantage through optimal competitive positioning. The decisions made about customer needs‚ customer
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ASTRAL CASE STUDY FEEDBACK MNGT 5650 MANAGEMENT & STRATEGY‚ SPRING 2‚ 2013 Introduction ‣ This case gives a good flavor of the challenges of a general manager‚ in particular when one is new to the job. The case explores the “parachuting in” of Sarah Conner‚ a venture-capitalist (BLL‚ 60% owner of Astral) employee‚ to take over the running of Astral (North America) following the sudden death of its long-time president (Maxwell). Astral is mostly a manufacturer of CD records for other labels‚ though
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(Bilton‚ 2007)‚ Wilson and Cummings define strategy as two distinctive approaches; strategy as position and strategy as process. The former‚ also referred to as strategy as orientation‚ takes a more top-down approach and is concentrated around a single leader. It attempts to establish a strategic position that will serve as a basis for differentiation‚ which is commonly seen as original and innovative. However‚ a successful implementation of the strategy often requires high monitoring and a hierarchal
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International Strategy ■ Create value by transferring valuable core competencies to foreign markets that competitors lack ■ Centralize product development functions at home ■ Establish manufacturing and marketing functions in local country but head office exercises tight control over it ■ Limit customization of product offering and market strategy – Strategy effective if firm faces weak pressures for local responsive and cost reductions Multidomestic Strategy ■ Main
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