DIFFERENTIATION – WHAT and HOW? A few decades ago the world of education was very exercised by the forerunner of differentiation which was called ‘mixed ability teaching’. Then people began to realise it was not just ability that could be “mixed’’ and that teachers had to cope with a plethora of differences: learning style‚ age‚ motivation‚ prior learning and experience‚ gender‚ specific learning difficulties such as dyslexia‚ and so on. Consequently the term ‘mixed ability’ began to be replaced
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period the brand portfolio of Unilever was characterized by major vertical and horizontal integration processes. The production of low-cost consumer goods required significant control over raw materials. Moreover‚ the production of some goods (e.g. soap) served as a basis for a new business development (chemicals) and related diversification was the managerial decisions. At that time Unilever was also a huge packaging and shipping company. End of 1980s A “core strategy” was adopted. The restructuring
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GENERIC STRATEGIES: A firm positions itself by leveraging its strengths. Michael Porter has argued that a firm’s strength usually falls into one of two headings: • Cost advantage • Differentiation By applying these strengths in either a broad or narrow or narrow scope‚ three generic strategies result: • Cost leadership • Differentiation • Focus These strategies are applied at business unit level. They are called generic strategies because they are not firm or industry dependant. Cost Leadership:
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natural resources‚ and with costs that are at the very low end of the global average. All major consumer companies of India have sophisticated marketing and product development plans. Moreover‚ the multinationals that are operating in India have business models that are tailor-made to local markets and customs. After the economic liberalization of 1991‚ many MNCs have entered India. Today‚ global companies having subsidiaries in India include Unilever‚ Nestle‚ BATA‚ Colgate Palmolive
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A differentiation strategy is “an integrated set of actions taken to produce goods or services (at an acceptable cost) that customers perceive as being different in ways that are important to them” (Hitt‚ Ireland‚ & Hoskisson‚ 2015). Chipotle’s “food with integrity” mission has been a recurring theme since Chipotle’s inception in the 90s. Chipotle focuses on tastier food that is not only made from fresh ingredients‚ but ingredients that are sustainably grown and locally sourced. Chipotle’s customers
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Corporate Strategy of Asian Paints 1 Identification of Industry Dynamics 7 1.1 Industry description 7 1.1.1 Industry Structure- Decorative: 8 1.1.2 Industry Structure-Industrial Paints: 9 1.1.3 Industry Characteristics: 10 1.1.4 Margins and Industry Attractiveness 10 1.1.5 Decorative Paints industry: Working capital intensive 13 1.2 Segmentation 14 1.2.1 Price based segments in architectural paints 15 1.3 Current Scenario 16 1.3.1 Market Size 16 1.3.2 Growth Rates
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The first type of strategy we will discuss is the differentiation strategy. Differentiation strategy can be defined as a business strategy in which a company tries to gain a competitive advantage by providing a unique product or service‚ or providing a unique brand of customer service. This strategy is usually associated with charging a premium for the product often to reflect the higher production costs and extra value added features provided for the consumer. Differentiation is about charging a
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Differentiation is a strategy that creates product that is unique among firms in the same industry in an important way. A differentiator achieved competitive advantage easily upon the ability in providing distinctive products to its customers that satisfy their needs in a way that is different from its competitors (Hill and Jones‚ 2004‚ p160.).This allows the differentiator to charge on premium price for its products. Unlike cost leaders performing cost reduction‚ differentiators manage to increase
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DATE: Karl Schmidt Jared Sessum Sustainable Tea at Unilever‚ Harvard Business School January 29‚ 2013 This memorandum addresses the following questions based on information found in the Harvard Business School case study on Unilever: Why did Unilever commit to sustainably source 100% of its tea? Has Rainforest Alliance certification been success for Unilever –why or why not? What should Unilever do with its tea business in India? Why has Unilever committed to sustainably source 100% of its agricultural
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Department ♦Planning department ♦Costing department ♦Finance department ♦Payment department ♦Cash office ♦Wages & salaries department ♦Business Support Department ♦Administration department Unilever Pakistan Ltd is a wholly owned subsidiary of Unilever Overseas Holding‚ UK‚ Unilever PLC (a company incorporated in the United Kingdom) Fundamentals of Organization We often begin to describe a firms Structure by looking at its Organization Chart. Organizational Chart:- The reporting
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