` Content Pg I. Introduction 1. Introduction 2 2. Objective 2 II. Executive Summary 3. Executive summary 2 III. Assignment 4. Task 1 Understanding the process 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.
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Bahria University Department of Management Sciences MBA Program Strategic Management (Sm) Report on “Strategic Management of Coca Cola Company” PRESENTED TO: Sir Naveed m khan PRESENTED BY: * RAFIA ALAM * Irsa afzal * Saira Urf Sana * Sana Anjum * Hina Majeed MBA-6A Dated: 22nd May, 2013 Acknowledgement We have the pearl of our eyes to admire blessing of the compassionate and omnipotent because the words are bound, knowledge is limited and time is short
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1. How would you categorize the three products in terms of the BCG matrix and Porter's low cost/product differentiation categories? Are there inconsistencies between BCG and Porter and, if so, can you resolve them? (20%) Yellow Blue Red Porter’s framework Cost leadership Cost focus Differentiation focus BCG matrix Star Question mark Cow cash 1. Yellow clear rite dye Market segment of products is broad segment . And the products is identical products hence, the cost leadership
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where in multiple sectors and businesses are involved. Re investing and formulating a stronger BCG matrix with divesture from loss making units becomes extremely essential. The BCG matrix is a matrix that is used for the purpose of strategy formulation of a firm, but it is a four cell matrix. It is used to measure the position of a firm in relation to its relative market share as well as its market growth. Based on this the situation where in all of the given four divisions of the firm are at different
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Assignment Cover Sheet Student: Class: Assignment: Semester: Due Date: Mina Yadollahi Business Strategy Y/505/8182 Strategic Planning 1504 16th October, 2015 Evidence Produced (List separate items, e.g. 1 report, 2 CDs) 1. 1 Report 2. 3. 4. Lecturer : Program: Actual Submission Date: Marie Silondi HND Business 16th October, 2015 Location (Choose one) 1. Uploaded to the Learning Center (Moodle) 2. Submitted to reception Optional: I have also handed a hard copy
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HINDUSTAN UNILEVER LIMITED (HUL) QUESTION 1. EXTERNAL ANALYSIS OF THE ORGANISATION HUL is one of the largest FMCG Company with more than 100 factories all over India. It is 75 year old and touches every second Indian’s life, out of three. Its mission statement is- “add vitality to life” (<http://www.hul.co.in/aboutus/introductiontohul/>) One of the most effective tools for analysing external environment of an organisation is PEST ANALYSIS. 1.POLITICAL FACTORS: These factors affect the
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Ansoff’s Matrix 6 Market segmentation 7 Samsung market segmentation 7 Bibliography 9 Appendix 1 12 Appendix 2 14 Introduction This report covers three questions. The first question shows through Pestel analysis, how the global electronics market has changed over the past several years. The second focuses on how Samsung can make use of two planning tools: Boston Consulting Group Matrix and Ansoff’s Matrix, to make
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the ratio (5.20%) is low in actual population, 2012. I like to see Age Stratified Sampling circle chart for each country by clicking (Resource: http://www.bloomberg.com/bw/articles/2012-05-31/the-future-of-facebook-is-in-india) 2. BCG Matrix BCG Matrix provides a framework for allocating resources among different business units
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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
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level where compared to others that provides strategy formation at a generic level. The book discussed that the sources for competitive advantage are market share and synergy. In addition, the strategies for competitive have been derived into 8 generic competitive strategies which are a collective from 4 strategies for gaining market share and 4 strategies for pursuing synergistic diversification. However, the writers made a disclaimer that the aforementioned strategies may not be
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