Company Notes * Cangos an online entertainment Co. focused on selling music and books * Considering branching into online gaming and ebooks * Liz paasion is reading and musc * its operations to include CDs, DVDs, and audio and video tapes * Goal is set on the Internet entertainment market * CanGo IPO Raises $130 Million in IPO * CanGo is an online business that e-tails books, music, and movies (CEO) * CanGo purchased Webjouster, a company whose specialty is online
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| Basic Entry Decisions OLI a) Location b) Ownership specific advantage c) internalisation-specific attributes (entry modes) 1) Which foreign markets? * Assessment of nations long run profit potential * Assess overall attractiveness of model * Suitability of product to that region * Nature of indigenous competitors 2) Timing of entry * Consider first mover advantages a) ability to pre-empt rivals and capture demand by establishing strong
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strategies. (False; easy; p. 209) 3. The most fundamental questions about strategy address why firms, facing the same environmental conditions, have varying levels of performance. (True; easy; p. 209) THE STRATEGIC MANAGEMENT PROCESS 4. The first step in the strategic management process is analyzing the external environment. (False; difficult; p. 210) 5. Within an industry, an environment can present opportunities to one organization and pose threats to another. (True; moderate; p. 212)
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Chapter 5: Timing of Entry Opening case: PDA’s (Personal digital assistance) Hand Held: 84 – Organizer 88- Sharp 93- Newton PDA 96- Palm Pilot Why was Palm Pilot successful? * Technology First mover advantages: * Brand Loyalty and technological leadership Example: Xerox machines in India * Preemption of scarce assets * Exploring buyer switching costs Example: IPhone and Samsung * Reaping increasing return disadvantages Disadvantages
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strategies. (False; easy; p. 209) 3. The most fundamental questions about strategy address why firms, facing the same environmental conditions, have varying levels of performance. (True; easy; p. 209) THE STRATEGIC MANAGEMENT PROCESS 4. The first step in the strategic management process is analyzing the external environment. (False; difficult; p. 210) 5. Within an industry, an environment can present opportunities to one organization and pose threats to another. (True; moderate; p. 212)
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threats is not enough to provide an organization a competitive advantage." five-step, resource-based approach to strategy analysis: 1) Identify and classify the firm's resources in terms of strengths and weaknesses. 2) Combine the firm's strengths into specific capabilities and core competencies. 3) Appraise the profit potential of these capabilities and competencies in terms of their potential for sustainable competitive advantage and the ability to harvest the profits resulting from their use
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the strategies for accomplishing them. In formulation, we are trying to modify the current objectives and strategies in ways to make the organization more successful. This includes trying to create "sustainable" competitive advantages -- although most competitive advantages are eroded steadily by the efforts of competitors. A good recommendation should be: effective in solving the stated problem(s), practical (can be implemented in this situation, with the resources available), feasible within
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and Exploiting New Entries One of the essential acts of entrepreneurship is new entry—entry based on a new product, a new market, and/or a new organization. Entrepreneurial strategies represent the set of decisions, actions, and reactions that first generate, and then exploit over time, a new entry in a way that maximizes the benefits of newness and minimizes its costs. The creation of resource bundles is the basis for new entry opportunities. A resource bundle is created from the entrepreneur's
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Course:Principles of Marketing Submitted to, Mansura Akhter Lecturer Dept. Of Marketing Jahangirnagar University Submitted by, Mountain movers Dept. Of Marketing Jahangirnagar University Date of submission : 15th October, 2011 Group Profile Group name: Mountain movers Group leader :Mariam Tasnim Class ID: 1933 Name of group members: Mariam Tasnim Class ID:1933 MD
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value-creating strategy (p4) above-average Returns: returns in excess of what an investor expects to earn from other investments risk:an investors uncertainty about the economic gains or losses that will result for a particular investment competitive advantage: when firm implemets strategy that creates superior value for customers and competitors are unable to duplicate or find too costly to immitate resources:imput into a firms production process such as capital equipment, the skills of individuals
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