Summary III. Industry Analysis A. Environmental Analysis The competition between businesses within the textile and clothing industry has always been steep. The change in lifestyle combined with the fast changing trends has left entrepreneurs with the challenge of keeping pace with the demand of the consumers. With KRaze-Zip’s fresh‚ unique‚ and high in quality yet economical products‚ it is in the best position to answer such growing needs. The Clothing Accessories Industry Today Since
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STRATEGIC MANAGEMENT INDUSTRY ANALYSIS NOTES STRATEGIC ANALYSIS: INDUSTRY ANALYSIS “When an industry with a reputation for difficult economics meets a manager with a reputation for excellence‚ it is usually the industry that keeps its reputation intact.” Warren Buffet DEEPAK DATTA UTA MBA 2011 DKD Strategy Analysis Mission Goals and Objectives External Environment Internal Environment The Strategic Management Process Strategy Formulation Business-Level Corporate-Level Strategy
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PHASE 2: IDENTIFY THE POSITIONMENT Positioning (target and needs) Target - All professionals - All Business companies: * Small and medium-sized enterprise * Large companies * Multinationals Characteristics - Average and high income - Travel minimum 3 times a year for one to two weeks - Like comfort and access to all business facilities at affordable prices Segment We choose 3 segments: * Primary segment (A): business tourist * Secondary segment (B): conferences
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Download the original attachment ANSWER 1 The best known IT system‚ and the one that plays a most significant role in Singapore ’s trade‚ is TradeNet. TradeNet is an EDI system that links over 12‚000 traders (an increase from 1‚000 in 1990)‚ support companies‚ and government agencies that are involved in Singapore ’s international trade‚ for the purpose of exchanging trade documents electronically. Through TradeNet‚ companies and agencies can submit‚ directly from their computers
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Industry Analysis The course is based on the ability of students to define their business‚ conduct an effective industry analysis‚ and identify the "key success factory" for firms competing in the industry. Such industry analysis is based on: A. DEFINE THE BUSINESS. The boundary for industry analysis is the markets and products that describe the domain of the industry. Once you understand the business segment that is to be analyzed‚ identify the capabilities required to participate in that industry
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Economy of Singapore Singapore enjoys a highly developed and successful free-market economy‚ a remarkably open and corruption-free business environment‚ stable prices and one of the highest per capita gross domestic products in the world. Exports‚ particularly in electronics and chemicals‚ and services provide the main source of revenue for the economy. Singapore is positioning itself as the region’s financial and high-tech center. Singapore’s economic strategy proved a success‚ producing real
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MKC not been as successful as Avon in penetrating international markets? There are a number of good reasons that explain why Mary Kay Cosmetics (MKC) had not been able to penetrate the international markets as well as Avon did. The head of MKC’s Curran Dandurand identified a number of reasons for this phenomenon‚ according to this case study. Dandurand’s analysis concluded that mainly MKC’s limited international success was due the following reasons. Marking strategy- MKC made a very big mistake
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delegate what he considers as critical jobs. The Leadership Grid Model gives Sammam a high score on concern for production and growth (8)‚ and a mildly low concern for people (4) even when he is compensating‚ motivating and training his people above industry averages. He focuses on developing them as separate individuals instead of developing a cohesive winning team. Sammam exhibits the traits of a transactional rather than a transformational leader‚ putting high value on individual transactions
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CASE 3: STRATEGIC CHOICES AT THE SINGAPORE AIRLINES GROUP Strategic Management and strategic Competitiveness Productivity Enhancement 1) Deployment of Technology 2) Total Involvement 3) Incentives The External Environment A) General Environment 1) Demographic • Malaysian Airlines (regional competitor)‚ which is geographically closed to Singapore‚ were imitating SIA’s strategy (threats) 2) Economic • Global financial crisis – reduced demand
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been over a 50 years now since the time the city of Singapore wasn’t a developed county with an average individual GDP (Growth domestic Product) less than $320. But now‚ Singapore is considered one of the highest GDP in the world‚ exceeding $60000 and because the sixth highest in the world based on Central intelligence Agency figures. Singapore is also considered as one of the fast economic growing countries in the world. Singapore is an important hub for South -East Asia. It was traditionally
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