1 Strong Brand Image 4 2.2 Employee Service and Customer-oriented 4 2.3 The innovation technology 4 2.4 Innovative Culture 5 2.5 Strong Infrastructure 5 2.6 Large customer base and customer loyalty 6 3.0 Strategy Capability 6 3.1 Value chain 6 3.2 VRIN framework 9 3.2.1 Value: 9 3.2.2 Rarity: 9 3.2.3 Inimitability: 10 3.2.4Non-substitutability: 10 4.0 International Strategy 11 5.0 Leadership of FedEx Corporation 13 5.1 Leadership 13 5.2 Management: 14 5.2.1 Top Management 14 5.2.2 Middle Management
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Innovation Key Concepts Leadership for strategic management; sustainable competitive advantage; vision‚ mission‚ strategic objectives Industry competition five forces; general environmental factors Value-chain analysis; resource-based view of the firm; VRIN Intellectual and human capital Competitive strategy; generic strategies Diversification; synergy Opportunity recognition Informational vs. behavioral control Organizational structure; functional structure Leadership; learning organization Innovation;
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[online]. Available at: URL:http://www.investopedia.com/terms/o/organicgrowth.asp [Accessed 20 December 2008] • KEEFE‚ L.‚ 2004. Encouraging employee communication [online]. Available at: [Accessed 4 January 2009] • MANAGE 12‚ 2009 • REUTERS‚ 2009. Ryanair rebuffed by Aer Lingus investors [online]. Available at: [Accessed 7 January 2009] • REYNOLDS‚ T.‚ J.‚ 2006. Methodological and strategy development implications of decision segmentation. Journal of advertising research. December. • THOMPSON‚
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to drill holes. Become exclusively low customer cost provider No synergies possible between existing enterprise and low cost unit. A major portion of customer segment is price sensitive. You are willing to acquire new business capabilities. Ryanair Firms can either attack‚ co-exist uneasily or become low cost plays themselves. It is easy to fight traditional rivals due to similarities in their game plans and prowess but most companies overlook the threats from disruptive‚ low cost competitors
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The Problem Bombardier is the global leader in business and regional aircraft manufacturing and in recent years has been improving their performance. Their strategic objective has always been to be global leaders in both their aerospace and transportation divisions. However‚ there have been frequent leadership changes since the diversification era ended in 1999‚ and many analysts and investors have been questioning what their long-term strategy in the aerospace industry is‚ especially since the
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Table of Contents 1. Strengths and Weaknesses of I/O model and RBV … 3 2. COMMONNANDDIFFERINGTHEMES…………………………… 4 3. STRATEGY FOR 21ST CENTURY………………………………… 6 4. CONCLUSION…………………………….. ………………………… 7 REFERENCE LIST…………………………………………………… 8 1. Strengths and Weaknesses of I/O model and RBV BOTH OF THE INDUSTRIAL ORGANIZATION THEORY AND RESOURCE-BASED THEORY ARE SIGNIFICANCE FOR STRATEGY MANAGEMENT. HOWEVER‚ NO THEORY IS PERFECT‚ BELOW WOULD SHOW THE STRENGTH
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favourite airline” /“Friendly low fares” (Jet.com‚ 2012) Market structure of the low-cost airline industry Market Share: The low-cost airline industry is dominated by a few large companies. (See appendix 1). Jet2.com’s main competitors are Easyjet‚ Ryanair and British Airways. However it is very difficult to determine all the competitors due the company’s diversified presence in more than 10 countries. In the UK there are 7 other low-cost airlines which shape the market creating more competition.
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demand for particular flights to price the tickets accordingly. This has been particularly prevalent in recent years for airlines‚ particularly low cost carriers such as Ryanair whose prices for a flight vary greatly.. Aircraft acquisition airlines must negotiate deals with aircraft manufacturers to acquire planes. For instance Ryanair use a standardized airplane which allows them to reduce their staff training costs‚ as well as their maintenance costs. Support activities Firm infrastructure
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to reduce their time and cost for supplying goods to GE (GE‚ 2015). Suppliers will wish to continue their business with GE since GE has tried to help them to minimize their operation cost. This will be a sustained competitive advantage. Figure 2: VRIN Analysis Healthymagination is a good match for the external environment. The objective of Healthymagination is to provide better healthcare product at a lower price to the consumers. This idea fit well to the environment where people are facing ageing
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and threats for the subject company. PART II Internal Analysis This section entails an internal analysis which is more specifically concerned with the company relative to its competitive environment. Here‚ models such as the Competency Framework‚ VRIN Framework and Value Chain Model can be used to analyse resources and competencies that currently exist for the company (and those which might further need to be addressed) in the pursuit of sustainable competitive advantage. The final part of this
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