PROBLEM IDENTIFICATION Provide short description of the problem‚ clear description of the company’s current situation (Don’t have to discuss the situation too much) Identification of main problems in the case Determine main issue to solve What went wrong financially and strategically? EXTERNAL ANALYSIS Apply five forces model and evaluate the industry‚ analyze general environment if needed Draw strategic implications of analysis result‚ so what?... Provide conclusion to the industry analysis
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Social media strategy Figure 1. Showes place of each startegic component relatively business goal. P&G BUSINESS GOALS and STRATEGY Business Goal: gain 20% market share in deodorant products*‚ total market value worth US $ 1 billion and overtake Unilever with futher market lead. Some assumptions are drown for P&G business strategy related to Old Spice to provide with more precise advocacy. 1. Maintain company harmonized portfolio: Gillette ‘shaving‘ vs. Old Spice ‘grooming‘. To continue
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STRATEGIC MANAGEMENT TEST 2 (Chapters 3‚ 4‚ and 6): STUDY GUIDE • Know definitions and be able to recognize examples of concepts • Test will be multiple choice‚ 45-50 items • Bring scantron sheet and #2 pencil Additional free student study resources available including an interactive quiz from the publisher at: http://highered.mcgraw-hill.com/sites/0078029317/student_view0/chapter1/chapter_quiz.html Chapter 3: Assessing the Internal Environment • What is value chain analysis
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identify synergies within existing business line. But for taking advantage at the first move to a new market‚ eBay considered achieving diversification by acquisitions or mergers and joint venture. To compete effectively and create a global trading platform‚ eBay aimed to increase their market share thought acquisitions and partnerships in related and unrelated businesses in term of sharing tangible and intangible resources‚ building market power‚ leveraging core competencies and support activities
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Case Starbucks -week 1- 1. How well is Starbucks performing? Starbucks: the world’s biggest supplier of coffee drinks; but as any thing in life‚ Starbucks had its ups and downs. There’s an old saying that it is not about how you fall‚ it is about how you get up‚ and Starbucks has not disappointed when it came to getting back on its horse. The particular down began in 2000‚ when founder Howard Schultz stepped down from the CEO position and the company took a wrong turn. In numbers‚ Starbucks shares
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and Competitive Advantage In this lecture‚ we focus * Company’s present strategy * Internal strength and weakness and external opportunity and threat * Five generic competitive strategy * Competitive advantage and strategy for Diversification * External and Internal Analysis and Competitive Advantage Considerations for Present Strategy: * Cost (low cost?) * Quality (superior quality?) * Customer based (broad or narrow segment) * Product-distribution (logistic‚ inventory
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THE VIRGIN GROUP PROBLEM: * The Virgin Group is so unrelated diversified that it has been criticized by some commentators because it has become an "endorsement brand that could not always offer real expertise to the businesses which it is associated". So the real question is "Can The Virgin Group be good/successful in every business it gets into?" "Are they really adding a real value to each business/customer? * What will happen if a customer has a bad experience with any of the product
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stable environments‚ emphasize bonus remuneration based on achieving budget targets and report little change in their control systems over time. More complex organization often specify two levels of strategy: a corporate strategy (often called diversification strategy) and a business strategy within each of their so-called business strategy units (often called competitive strategy). Strategies at both levels constrain organizations to focus on what they do best and constitute important situational
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strategy involves A. increasing the sale of present products to present customers. B. finding new customers for its present products. C. targeting present customers for the newly developed products. D. leading an organization into entirely new and unrelated businesses. 2. Product development strategy A. involves seeking new products for customers not currently being served. B. offers product-line extensions of existing products to present customers. C. is merely getting the product to a new market
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have been very assisting in the development of the product. We are also grateful to the entire faculty that has helped since I came to the university. TABLE OF CONTENTS TOPICS PAGE NO. Unilever Introduction 8 Products of Unilever in Pakistan 16 Product Market expansion Grid 17 Product Introduction 18 Product Detail 21 Four P’s of Marketing 26 Marketing
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