...Programme title: BSc (Hons) Creative Media Management Module title: Corporate Strategy Title of assignment: Corporate Strategy 1 Module leader: Paul Mathers / Steve Rider Student Number: 782822 Word Count: 518 Abstract The purpose of this assignment is to work together in a group, organising self and others to produce work to agreed deadlines, the group will aim to engage in debate about strategy from a theoretical and practical standpoint, while Undertaking analysis of a case and generate a critical evaluation. Each member of the group will produce a formal report critically analysing one chosen identified corporate strategy, the report will evaluate and summarise the chosen model reflecting their individual analysis to corporate strategy. The group will then put reports together to make a single portfolio of the different corporate portfolio framework analyses. Along side the written report the group will also work together to produce a presentation which will focus on one chosen corporate strategic model analysed in the report, in this case the group decided to focus on Porters five forces. The group will apply critically apply this framework and critically apply this to a business of the groups choice (in this case Samsung) during the presentation. Corporate strategy 1 Boston Consulting Group Matrix The Boston consulting group matrix (BCG Matrix) is a four cell matrix developed by the Boston Consulting Group in the...
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...Programme title: BSc (Hons) Creative Media Management Module title: Corporate Strategy Title of assignment: Corporate Strategy 1 Module leader: Paul Mathers / Steve Rider Student Number: 782822 Word Count: 518 Abstract The purpose of this assignment is to work together in a group, organising self and others to produce work to agreed deadlines, the group will aim to engage in debate about strategy from a theoretical and practical standpoint, while Undertaking analysis of a case and generate a critical evaluation. Each member of the group will produce a formal report critically analysing one chosen identified corporate strategy, the report will evaluate and summarise the chosen model reflecting their individual analysis to corporate strategy. The group will then put reports together to make a single portfolio of the different corporate portfolio framework analyses. Along side the written report the group will also work together to produce a presentation which will focus on one chosen corporate strategic model analysed in the report, in this case the group decided to focus on Porters five forces. The group will apply critically apply this framework and critically apply this to a business of the groups choice (in this case Samsung) during the presentation. Corporate strategy 1 Boston Consulting Group Matrix The Boston consulting group matrix (BCG Matrix) is a four cell matrix developed by the Boston Consulting Group in the...
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...The Boston Consulting Group (BCG) Matrix Autonomous divisions (or profit centers) of an organization make up what is called a business portfolio. When a firm's divisions compete in different industries, a separate strategy often must be developed for each business. The Boston Consulting Group (BCG) Matrix and the Internal-External (IE) Matrix are designed specifically to enhance a multidivisional firm's efforts to formulate strategies. The BCG Matrix graphically portrays differences among divisions in terms of relative market share position and industry growth rate. The BCG Matrix allows a multidivisional organization to manage its portfolio of businesses by examining the relative market share position and the industry growth rate of each division relative to all other divisions in the organization. Relative market share position is defined as the ratio of a division's own market share in a particular industry to the market share held by the largest rival firm in that industry. For example, in Table 6-4, the relative market share of Ocean Spray premium non-carbonated beverage is 14.7/40.5 = 0.36 and Sony's market share in the music industry is 16/27 = 0.59, and the new Hilton-Promus hotel company's market share is 290,000/528,896 = 0.55. TABLE 6-4 A. Market Share of Premium Non-carbonated Beverages BRAND MARKET SHARE IN 1999 % CHANGE IN SHARE FROM 1998 Snapple 40.5 % 3.7 96 Ocean Spray 14.7 -2.9 Arizona 13.7 -2.3 Lipton 10.8 -1.3 SoBe 9...
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...Comparing the BCG Matrix with the McKinsey 7S model 1 Structure STRUCTURE ........................................................................................................................................ 2 INTRODUCTION ................................................................................................................................. 3 BOSTON CONSULTING GROUP (BCG) GROWTH MATRIX ................................................... 3 COMPOSITION AND FRAMEWORK ....................................................................................................... 3 APPLICATION ....................................................................................................................................... 3 EXAMPLE APPLICATION: JUWI ............................................................................................................ 3 WEAKNESSES AND STRENGTHS OF THE BCG MATRIX ....................................................................... 4 THE MCKINSEY 7S MODEL ............................................................................................................ 5 COMPOSITION AND FRAMEWORK ....................................................................................................... 5 APPLICATION ....................................................................................................................................... 7 EXAMPLE APPLICATION: JUWI ..............................................................
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...Holding: Structural Holding Name Institutional Affiliation Date Table of Contents Executive Summary 3 Background 3 1. Reflection 4 1.1 Holding Company Structure 4 1.3 BCG Integration 5 2.3 Capital Market Structure as source of diversification 6 2.4 Corporate Value Framework 7 3-Products are Sold and not bought 8 3.1 Product Lifecycle Management 8 3.2 Balance Score Card to evaluate the performance 8 4- Where did the company go wrong? 10 5- Current organizational structure 10 6 The Influence of Technology 14 7. Cost reduction Increased Quality 15 7.1 Maximizing the Boston Matrix 15 7.2 Conducting a Product Portfolio Analysis 15 7.3 Company Structure to be Changed 16 8. Conclusion 17 8-Bibliography 17 Executive Summary Twenty-First century organizations continue facing tremendous challenges given that there are structural problems that hamper their prospective growth. Some of these problems are technical while other others are largely structural. Primarily, an organization design is defined by three key components, which includes organizational structure, locus of decision-making and quality of integrated mechanism. The components enable the organization to achieve the intended mission of the organization. Most components vary with their overall strategy of the organization. Organizational structure can be defined as the primary reporting relationship that exists within the organization. In this case, organizational structure consists...
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... The purpose of this assignment is to learn about strategy and strategic management by comparing the strategies of two companies from the same industry. The strategies of Nike and Adidas have been compared from the textile industry. Nike and Adidas both specialize in footwear, apparel and accessories and their competition is intense as Nike is the market leader and Adidas is the market challenger. The topics in this assignment cover critical incidents of both Nike and Adidas that occurred in the past and the comparison between both their strategies as well their future plans. This assignment shows us the influence the strategy has on the success or failure of companies and how companies craft sustainable strategies that help them to retain their position in the market. Table of Contents Page 1.0 Introduction 1 2.0 Literature review 1 3.0 Backgrounds of Nike and Adidas 2 3.1 Company overview of Nike 2 3.2 Company overview of Adidas 2 4.0 Critical Incidents that occurred in the past 3 4.1 Critical incidents that affected Nike 3 4.2 Critical incidents that affected Adidas 5 5.0 Comparison of the strategies of the companies 8 5.1 Strategies of Nike 8 5.2 Strategies of Adidas 9 5.3 Comparison of the strategies of Nike and Adidas 11 6.0 Future...
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...Strategic Management Section A: Objective Type (30 marks) •This section consists of multiple choice questions & Short notes type questions. •Answer all the questions. •Part one questions carry 1 mark each & Part two questions carry 5 marks each. Part One: Multiple choices: 1. A plan of action designed to achieve a particular goal is: b. Strategy 2. It is important to develop mission statement for: a. Allocating organizational resources 3. The five forces model was developed by: c. Michael E. Porter 4. How many elements are involve in developing in an organizational strategy: a. Six 5. The three important steps in SWOT analysis are: b. Opportunities, Threats, Strengths 6. GE matrix consists of how many cells? a. Nine cells 7. Which of these is the type of Games: d. All of the above 8. SBU stands for c. Strategic Business Unit 9. The BCG matrix is known as: a. Growth share matrix 10. ______________ specifies sales revenues and selling distribution and marketing costs. b. Sales budget ________________________________________ Section A: Part Two: 1. What are the dimensions of Strategic management? Answer: Strategic management process involves the entire range of decisions. Typically, strategic issues have six identifiable dimensions: 1. Top management involvement: Strategic management relates to several areas of a firm’s operations. So, it requires top management’s involvement. Generally, only the...
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...Boston Consulting Group (BCG) Matrix is a four celled matrix (a 2 * 2 matrix) developed by BCG, USA. It is the most renowned corporate portfolio analysis tool. It provides a graphic representation for an organization to examine different businesses in it’s portfolio on the basis of their related market share and industry growth rates. It is a two dimensional analysis on management of SBU’s (Strategic Business Units). In other words, it is a comparative analysis of business potential and the evaluation of environment.According to this matrix, business could be classified as high or low according to their industry growth rate and relative market share.Relative Market Share = SBU Sales this year leading competitors sales this year. Market Growth Rate = Industry sales this year - Industry Sales last year. | The analysis requires that both measures be calculated for each SBU. The dimension of business strength, relative market share, will measure comparative advantage indicated by market dominance. The key theory underlying this is existence of an experience curve and that market share is achieved due to overall cost leadership. BCG matrix has four cells, with the horizontal axis representing relative market share and the vertical axis denoting market growth rate. The mid-point of relative market share is set at 1.0. if all the SBU’s are in same industry, the average growth rate of the industry is used. While, if all the SBU’s are located in different industries, then the mid-point...
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...A1. IDEA IN BRIEF on BCG Matrix: (Source: http://www.innovation.public.lu/en/ir-entreprise/techniques-gestion-innovation / outils-gestion-strategique) What is the BCG Matrix? | The BCG matrix, invented by the Boston Consulting Group, is a tool that allows classifying and evaluating the products and services of a business. It is a decision making tool in order to balance the activities of a company among those which make profits, those who ensure growth, those which constitute the future of the firm or those who are its heritage. With this tool one is able to define the development policy of the company. The matrix will position the products/services in two axis: * the rate of growth of the market ; * the market share of a product/service offered facing the competitors | Golden Rules | * Positioning = the company has to place each of its products/services on the matrix. Thus it is able to obtain information on the market share of the product or service and the market growth. * Creating long-term value = the company should have a product portfolio that includes products with high growth where it is necessary to inject cash and products where growth is weaker but which generate a lot of cash. | Structure of the BCG Matrix | * Question marks They do not generate profits unless the company decides to invest resources to maintain and even increase the market share (become potential stars). They have a high demand for liquidity and the company must ask the...
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...(300 words max) Three years after graduating from the ISB, I see myself working as a management consultant, specializing in business strategy. I began my professional career at BCG, where I got the opportunity to work on a variety of problem statements covering product range expansion, consumer profiling, R&D establishment, market entry and cost cutting. A year later I joined MAEIPL, a firm focused on electrical transmission and distribution. Here, I have primarily been responsible for ideating, developing and integrating systems into the company’s work practices so as to increase accuracy and efficiency across the different steps of a project- bidding for tenders, site surveys, material management, progress tracking and billing. From BCG to MAEIPL, while the nature of clients changed, the nature of work remained essentially the same- understanding the intricacies of a business, identifying problem areas and KSFs, analyzing them and providing solutions. At MAEIPL, I have had the added privilege of seeing my ideas being implemented and bringing about tangible improvement. In both my jobs, I have been able to enjoy some basic tenets of the consulting industry- its multidimensional nature, the degree of ownership one gets, and the people-oriented work culture. Of all the diverse projects I have been a part of, cases based on corporate strategy have interested me the most because of two reasons- the variety of issues they cover, and the impact they can have on an organization’s...
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...of strategic planning 3 5. Task 2 Formulating a new strategy 11 6. Task 3 Approaching to strategy evaluation and selection 17 7. Task 4 Implementation a chosen strategy 20 IV. Conclusion and Reference 8. Conclusion 23 9. Reference 23 1. Introduction As Myanmar is at the time of third wave changing policy, the economy of Myanmar has increased massively very fast. So all the company, business and firms need to catch up with this and have to compete with the new comer foreign companies and business firms. " Star Engineering Group Company, Ltd " is also one of them and is being engaged with some problems within it. They are encountering with staff confusions, wastages, delays works, lack of motivation and conflicts. And expected sales and profit are often less than what corporate management wants to be. However, they take no interest in any audit and pay no attention to strategic planning of the organization. So I have to discuss with the corporate management how important is the business strategy, how to formulae a strategy, how to adopt approaches to strategy evaluation and how to implement it. 2. Objective * To understand the process of strategic planning * Be able to formulate a new strategy * Understand approaches to strategy evaluation and selection * Understand how to implement a chosen strategy II. Executive Summary Star Engineering Group Company Ltd which has...
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...CHAPTER SEVEN STRATEGY FORMULATION: CORPORATE STRATEGY True/False 1. Corporate strategy deals primarily with the choice of direction for the firm as a whole and the management of its business or product portfolio. Answer: T (pp.164-165) 2. Corporate parenting is the coordination of cash flow among units. Answer: F (p.165) 3. The most widely pursued corporate directional strategies are those designed to achieve growth. Answer: T (pp.165-166) 4. A merger is a transaction involving two or more corporations in which stock is exchanged, but from which only one corporation survives. Answer: T (p.166) 5. A strategic alliance is a partnership of two or more corporations or business units to achieve strategically significant objectives that are mutually beneficial. Answer: T (p.166) 6. The two basic growth strategies are concentration and strategic alliances. Answer: F (p.166) 7. Vertical integration is going backward on an industry’s value chain. Answer: F (p.167) 8. Vertical integration is the degree to which a firm operates vertically in multiple locations on an industry’s value chain from extracting raw materials to manufacturing to retailing. Answer: T (p.167) 9. Forward integration is often more profitable than backward integration. Answer: F (p.167) 10. BP Amoco and Royal Dutch Shell are examples of fully integrated firms because they internally make 100% of their key supplies and completely control their distributors...
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...Bahria University Karachi Campus Course Outline – “Strategic Management” Aims & Objectives: 1. Development and reinforcement of a general management point of view -- the capacity to view the firm from an overall perspective, in the context of its environment. 2. Development of an understanding of fundamental concepts in strategic management: the role of the general manager, the levels and components of strategy, competitive analysis, and organizational evolution and change. 3. Development of a better understanding of the inner workings of large and/or complex organizations – 4. Development of an awareness of the impact of external environmental forces (technological, governmental, demographic, social, etc.) on business and corporate strategy. 5. Practice in distinguishing between basic causes of business problems and attendant symptoms. 6. Practice in working out strategies and implementation plans. Course Outline / Lesson Planning: |Week/Day/Date |Topic |Course Material | |1st Week | | |Topic … Overview on Strategic Management |Book… | | |Nature of Strategic Management ...
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...June 2011 1 Portfolio Analysis – The BCG Matrix The BCG Matrix is a market growth-market share matrix developed by the Boston Consulting Group, which is used to support strategic decisions in order to optimize a business portfolio with regard to new, old, innovative or established products and/or strategic business units (SBU). Its underlying theories are the experience curve as well as the product life cycle. Having classified its strategic business units, a company can develop its individual strategies for each of these SBUs. Future decisions include how to allocate investments on the SBUs, analysis about whether the respective products are still profitable or should be “killed” or given away and last but not least the need for developing new products or SBUs. The findings of the PIMS database (Profit Impact on Market[ing] Strategy) support the BCG matrix . Source: Kotler/Bliemel, Marketing Management, 12th Edition 2007, p. 96-103 Turnover / Profit Product Life Cycle Unit Cost Experience Curve Market Growth Rate Indroduction Growth Maturity Decline Withdrawel ? 2 1 Product Life Cycle of a Successful Product Product Life Cycle of an Unsuccessful Product Relative Market Share 1 Profit 2 Time Cumulative Output ? STAR: SBU with high market share in a growing market Costs of such business units are usually decreasing over time and at a faster rate than the ones of competitors. Strategy of Growth: Carefully reduce investments to...
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...strategic management, strategy, and business model. ✓ Explain why strategic management is important. Strategic management is what managers do to develop the organization’s strategies. Strategies are the decisions and actions that determine the long-run performance of the organization. A business model is a strategic design for how a company intends to profit from its strategies, work processes, and work activities. Strategic management is important for four reasons. First, it makes a difference in how well organizations perform. Second, it’s important for helping managers cope with continually changing situations. Third, strategic management helps coordinate diverse divisions, departments, functions, and work activities, and keeps all focused on achieving the organization’s goals. Finally, it’s important because it’s involved in many of the decisions that managers make. The Strategic Management Process ✓ List the six steps in the strategic management process. ✓ Describe what managers do during external and internal analyses. ✓ Explain the role of resources, capabilities, and core competencies. ✓ Define strengths, weaknesses, opportunities, and threats. The six steps in the strategic management process are: (1) identify the current mission, goals, and strategies; (2) do an external analysis; (3) do an internal analysis – steps 2 and 3 collectively are known as SWOT analysis; (4) formulate strategies; (5) implement strategies; and (6) evaluate...
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