apple.com/investor/ Growth: Citizenship: Survival: “Think Differently.” “Value Creation.” Current Position: Internal Analysis Stated/Implied Strategies Stated and Implied Strategies: □ Forward Integration □ Backward Integration □ Horizontal Integration □ Retrenchment X Diversification (Related/Unrelated) □ Competitive (Cost/Differentiation) Apple current strategic position is a differentiation strategy. Implications for functional areas: Management: Marketing:
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Georgette Charalambous May 2‚ 2012 People argue whether John D. Rockefeller‚ Andrew Carnegie‚ and Henry Ford are robber barons or captains of industry. Robber barons were business leaders who built their fortunes by stealing from the public and captains of industry were business leaders who served their nation in a positive way. These three entrepreneurs were robber barons‚ for they either did many good things for the nation but had tricks up their sleeve‚ or were just leaders that treated
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A NOTE ON BILATERAL MONOPOLY(Refer Graph) 1. If there are competition at all stages‚ the solution is Xc Pc. 2. A monopsonist buyer who is also a monopolist seller of the product using input X: The monopsony power shows up in his operating on the curve marginal to the supply curve Sc‚ because his decision to buy one more unit makes the price of inputs rise. The impact of the decision to buy one more unit of X is the sum of two components: one‚ the new higher price on the additional unit which
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SCM – some definitions • Supply chain management (SCM) The coordination of all supply activities of an organization from its suppliers and partners to its customers. • Upstream supply chain Transactions between an organization and its suppliers and intermediaries‚ equivalent to buy-side e-commerce. • Downstream supply chain Transactions between an organization and its customers and intermediaries‚ equivalent to sell-side e-commerce. Members of the supply chain (a) simplified view (b) including
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increased information sharing and high levels of trust. This high level of vertical integration also provides increased control over production schedules that may well not be available when using outsourced suppliers. Supply Chain Integration includes coordinating “various supply chain members to collaborate and work together‚ that is‚ to get “in-sync” ” (Russell 437). Using Zara as an example of effective supply chain integration‚ we can see how a vertically integrated company must maintain tight relationships
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Unit 1- Task 3 Interrelationships in Travel and Tourism Individual businesses must work in partnership with other organisations in order to be successful. Tourism is a very competitive and complex sector and many companies develop links with other businesses as a way of maximising profits. If for example Thomas cook didn’t work with other hotels‚ insurance companies‚ company picks up on arrival‚ Thomas cook wouldn’t make any profits‚ as customers wouldn’t want to book a holiday with a company who
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that Wal-Mart is also pursuing a vertical integration strategy. Wal-Mart has developed its own name brand to sell products called Sam ’s Choice. This puts Wal-Mart into the business of making things like soda‚ cereal‚ and dog food. While they still don ’t grow their own crops or raise their own livestock‚ it is still a form of vertical integration. Also‚ Wal-Mart works heavily with its suppliers. This symbiotic relationship can be see as vertical integration due to the level at which Wal-Mart
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lead to the incorporation of Bird’s Eye Food‚ Ltd. (owned by General Food Corp‚ Robert Ducas‚ and Chivers and Son‚ Ltd). The need for vertical integration increased along with high consumer demand and an increasingly saturated industry. Bird’s Eye embraced the vertical integration opportunity because the frozen food industry was relatively immature and forward integration would stimulate market development. Additionally‚ vertically integrating allowed Bird’s Eye to capitalize on its market power to raise
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Content I. Vertical Integration II. Horizontal integration III. Economies of scale IV. Economies of scope V. Economic efficiency VI. Proprietary(property or ownership) Know-how VII. Monopoly VIII. Oligopoly IX. perfect competition (pure competition) business definition X. workable competition business definition XI. Cost leadership XII. Differentiation (economics) XIII. Barriers to exit XIV. Inventory flow XV. Incoterms XVI. Multinational Corporation
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Choices about facilities‚ capacity‚ vertical integration‚ process technology‚ control and information systems‚ sourcing‚ human resources‚ organization and other areas are all strategic choices that significantly affect what the business brings to the marketplace. The course will examine how decisions in these areas can be made in a coherent manner. We will also explore operations in general and not just in a manufacturing environment. Beyond integration of manufacturing decisions with business
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