The McGraw-Hill Companies‚ Inc. All rights reserved. “Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value.” value.” Michael E. Porter Chapter Roadmap Five Competitive Strategies Low-Cost Provider Strategies Differentiation Strategies Best-Cost Provider Strategies Focused (or Market Niche) Strategies The Contrasting Features of the Five Generic Competitive
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Hint Ans .Operational excellence is the achievement of higher levels of productivity‚ efficiency‚ and profitability. Information systems can help achieve operational excellence by improving communications to supplier and optimizing the supply chain. Information systems could help managers communicate with workers more efficiently‚ enable technological innovation in products‚ minimize warehouse overhead‚ and streamline distribution. Q2 You work for an auto manufacturer and distributor. How
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analyse 10 strategic issues in the above mentioned case study: Market size | * Current and future | Growth rate | * Focus on product life cycle | Market profitability | * Porters 5 forces | Industry cost structure | * Porters value chain model | Distribution channels | * Existing distribution channels * Trends & emerging channels * Channel power structure | Market trends | * Source of opportunities and threats | Key success factors | * Access to essential
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activities than rivals to deliver a unique mix of value.” Michael E. Porter Strategy and Competitive Advantage Competitive advantage exists when a firm’s strategy gives it an edge in Attracting customers and Defending against competitive forces Key to Gaining a Competitive Advantage Convince customers firm’s product / service offers superior value A good product at a low price A superior product worth paying more for A best-value product 5-3 McGraw-Hill/Irwin © 2005 The McGraw-Hill
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Background 7 External environment 7 Macro environment 7 Porter’s Five Forces Model: Parknshop 9 Internal analysis 11 Value chain analysis 11 Resources- Based View of the Firm 13 Current strategies of PARKnSHOP 15 Key issues 17 Recommendation 19 Conclusion 22 Reference lists 23 Appropriate Illustration Executive summary PARKnSHOP is basically one of the two largest supermarket chains in Hong Kong. This project report aims to find out “Why is a winning business”‚ review the business strategies
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Amazon.com: An internet giant fine-tunes its strategy Analyze Amazon.com using the competitive forces and value chain models. How has it responded to pressures from its competitive environment? How does it provide value to its customers? Porter’s competitive force model The Value Chain Model Porter’s competitive force model Amazon shares market with many traditional competitors like e-bay‚ yahoo etc which also work as online retailing stores. Internet being widely used around the world and
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1. While there are many routes to competitive advantage‚ they all involve B. delivering superior value to buyers in ways rivals cannot readily match. 2. A low-cost leader can translate its low-cost advantage over rivals into superior profit performance by B. either using its low-cost edge to underprice competitors and attract price sensitive buyers in large enough numbers to increase total profits or refraining from price-cutting and using the low-cost advantage to earn a bigger profit margin
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Giovanni Costa Corporate Strategy - Individual Assignment 7th International MBA Part Time 1 Corporate Strategy - Meli Marine case study Giovanni Costa Giovanni Costa Corporate Strategy - Individual Assignment 7th International MBA Part Time 2 1) Container shipping industry has consolidated over last years from over 100 carriers to just 15 global players accounting today for roughly 80% of volume‚ mostly concentrated in Asia-Europe and Asia-North America shipping lanes (see exhibit
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supply chains since suppliers and customers do not maintain a sole‚ linear relationship with the company of interest. Supply chains worldwide are choosing to adopt structuralist strategies which are not necessarily risk-averse‚ however they tend to be mostly reactive and benchmarking-based aiming to confirm the theory of institutional isomorphism (Zhu et al‚ 2007). In order to assess blue oceans‚ it would be interesting to monitor red oceans which are actually the prerequisite for supply chains nowadays
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D) the creation of new products and services. 4) From a business perspective‚ raw data is transformed systematically during various stages‚ transforming it into valuable information‚ in a process called A) the information value chain. B) the IT value chain. C) information processing. D) feedback. 5) Which of the following is an example of a cross-functional business process? A) identifying customers B) creating a
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