analytical tools and techniques can be employed to develop alternative marketing strategies? Table of contents 1. Introduction 2. The Ansoff Matrix 3. Market Penetration 4. Product Development 5. Market Development 6. Diversification 7. Limitations of the Ansoff matrix 8. Other analytical tools and techniques 9. Conclusion 10. References Introduction From my working experience I have discovered‚ an organisation that knows its shortcomings‚ and can make
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step Copyright 2005 Prentice Hall 中國諺語 Ch 5 -1 Chapter Outline Long-Term Objectives Types of Strategies Integration Strategies Copyright 2005 Prentice Hall Ch 5 -2 Chapter Outline (cont’d) Intensive Strategies Diversification Strategies Defensive Strategies Copyright 2005 Prentice Hall Ch 5 -3 Chapter Outline (cont’d) Michael Porter’s Generic Strategies Means for Achieving Strategies First Mover Advantages Copyright 2005 Prentice Hall Ch 5
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large part of the public into other financial assets—their own liabilities—which are preferred more by the public. This transformation involves at least one of four economic functions: (1) providing maturity intermediation; (2) risk reduction via diversification; (3) reducing the costs of contracting and information processing; and (4) providing a payments mechanism. Maturity intermediation involves a financial intermediary issuing liabilities against itself that have a maturity different from
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architectures 18 Division of labor and division of knowledge 18 How to organize to maintain competences? 19 • vertical scope (vertical integration) 19 • geographical scope 19 • product scope (diversification) 19 Degree of diversification: 19 Competitive advantage from diversification 19 Economic of scope: 19
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INTERNATIONAL BUSINESS STRATEGY OF PARENT COMPANY When a firm decides to go international with their business they must face many competitive decisions. Two of the most important decisions a company will face are the pressures for cost reduction and pressures for local responsiveness. The pressure of cost reduction forces a firm to lower their value of the cost of creation. Firms can outsource to places where costs of their products are much cheaper or they can mass-produce a standardized product
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References: Ansoff‚ I. H. (1957) Strategies for Diversification‚ Harvard Business Review‚ Vol. 35 (5)‚ pp.113-124 Ansoff‚ H Economic Review (2005) ‘Performance of Oil and Gas Sector.’ Economic Review‚ Vol. 36‚ pp4- 13 Christensen‚ C.‚ Cook‚ S.‚ and Hall‚ T CNet (2008) The complete history of Apple’s iPod [online]
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Strategic planning is an organization ’s process of defining its strategy‚ or direction‚ and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization‚ it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. Generally‚ strategic planning deals with at least one of three key questions: “What do we do?”‚ “For whom do we do it?”‚ and “How do we excel?”. In
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strategies are: - Product Centric diversification – include new unrelated products or services. In this case products like Coke Diet‚ Juices‚ Vitamin water‚ etc. could be considered as centric diversification part. - Joint venture – a kind of strategy that occurs when two or more company form a temporary partnership for the purpose of capitalizing on some opportunity. Joint venture with Cadbury has been suggested in this part. - Conglomerate Diversification – include new unrelated products. Entering
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example of unrelated diversification. True (p. 206) 5. One of the risks of vertical integration is that there may be problems associated with unbalanced capacities or unfilled demands along a firm’s value chain. True (p. 206 - 207) 6. Vertical integration is attractive when market transaction costs are higher than internal administrative costs. True (p. 208) 7. According to the text‚ the two main sources of synergy in unrelated diversification are parenting and financial
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CHAPTER 11 International Strategic Management After studying this chapter‚ students should be able to: > Characterize the challenges of international strategic management. > Assess the basic strategic alternatives available to firms. > Distinguish and analyze the components of international strategy. > Describe the international strategic management process. > Identify and characterize the levels of international strategies
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