most of the brands within product portfolio Extensive experiences in mergers and acquisitions Integrated supply-chain and distribution practices across PepsiCo brands Weaknesses High level of dependence on large supermarkets such as Wal-Mart Overdependence on domestic market in the USA “Aquanfina” tap water scandal Tropicana Kids orange juice product recall. Opportunities Increasing presence in emerging markets such as China and India Engagement in product differentiation strategy Rising revenues
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Over-expansion Corruption Lack of resources Too much debt Poor strategy Failure to control costs/high costs Saturated mkts Poor integration High competition (unanticipated)/competitive forces Political change Change in tastes Entrance of new products Turnaround strategies are needed when a business worth rescuing goes into crisis; the objective is to arrest and reverse the sources of competitive and financial weaknesses as quickly as possible. Management’s first task to is to diagnose what
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on the same super market shelves. But‚ why P 7 G introduces several brands in one category instead of concentrating its resources on a single brand? The answer lies in the fact that different people want different MIXES OF BENEFITS from products they buy. For EG; People buy laundry detergents to get their clothes clear – but want other things such as economy‚ bleaching powder‚ fabric softening‚ fresh smell‚ etc.‚ But to some people feel that bleaching powder is important than
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Competitive Strategy: Apple’s competitive strategy is differentiation across the industry. Apple prides itself on innovation more than any other company‚ and is known for their unique top of the line products. Using differentiation as their main source of competitive advantage‚ they have succeeded to the top of their industry‚ while retaining higher than industry average profit margins. This innovative attitude is the source of long-term success throughout the history of Apple. For example
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Strategy - BUSN 162 1 Business-level strategy Business-level strategy: an integrated and coordinated set of Businessstrategy: commitments and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets Strategy makes following decisions: 1. Customer’s needs– WHAT needs will be satisfied? 2. Customer groups WHO will be served? 3. Distinctive competencies HOW will those needs be satisfied? These decisions determine which strategies will
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STRATEGIES Business strategy focuses on improving the competitive position of a company’s or business unit’s products or services within the specific industry or market segment that the company or business unit serves. Competitive strategy raises the following questions: ❖ Should we compete on the basis of lower cost (and thus price) or should we differentiate our products or services on some basis other than cost‚ such as quality or service? ❖ Should we compete head to head
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bringing this product more attention on the specifics of what they will do for your indoor air quality. Pricing this new product is important to the company because it is sold virtually everywhere. Providing the education is the key to higher sales of plants in the Filter store. Product According to "Mother Nature Network" (2014)‚ “there are several house plants that are used in the space station to filter the air” (Best air-filtering houseplants‚ according to NASA). The selection of product from the
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a world-class multinational enterprise providing superior returns to our shareholders‚ excellent value for our customers and a rewarding career for our employees.” STRATEGIES F&N existing strategy is differentiation ‚ this is through product innovation (coming up with new products)‚ brand name (Magnolia‚ Seasons‚ 100 plus)‚ distribution channels (the Asian region and also soon the Middle East with its Halal certification) STRENGTHEN AND GROW THE CORE Maximize synergies and grow organically
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*Business level strategies can be classified into the following types:*- Cost leadership Differentiation strategy Focus strategy Integration strategy COST LEADERSHIP STRATEGY Benefits associated with cost leadership strategy: Cost leadership strategy provides the best insurance against ill-effects of competition with its low cost structure of products and services. Threat of cheaper substitutes can be offset to some extent by lowering the
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specific‚ individual product or service markets. Business-level strategy is concerned with a firm’s position in an industry‚ relative to competitors. These 3 decisions are the basis for choosing business level strategies: 1. customer needs‚ or what is being satisfied; 2. customer groups‚ or who is being satisfied; 3. Distinctive competencies or how customer needs are satisfied. Formulating the Business Model: Customer Needs and Product Differentiation Customer Needs: Desires
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