The primary aim of strategic management at the business level is: Select one: O a. Maximizing risk to return trade-offs through diversification O b. Achieving competitive advantage O c. Achieving a low-cost position O d. Maximizing differentiation of products and/or services
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- Let´s suppose that you want to set up your own firm. You are free to choose what your firm produces or what services it offers. Answer the following questions about your firm (give short answers). a. Describe the 4P´s of your firm b. Describe the scope of your firm (i.e., which process your firm does internally and which it outsources). c. Describe the competitive environment that your firm operates in: state roughly how many competitors it has, name a few of the competitors, and whether firms in the market that your firm operates in compete in prices or quantities (or something else). d. Which strategies could your firm use to limit competition?b . CRITICALLY dISCUSS how diversification fits into an organization's overall strategic planning process.Select a category that you believe might be chosen for a strategic category analysis inthe industries listed below. Describe the factors impacting each commodity, using aPorter Five Forces analysis (described earlier in this chapter). Justify why you believethe category is strategic to that industry, and the approach to be used in developing acategory strategy.a. Oil (West Texas intermediate) versus gasoline (discuss differential)b. Metalsc. Chemicalsd. Plastic resinse. Shippingf. Wood products and other production materialsg. Aeronautical equipmenth. Machine toolsi. Telecommunicationsj. Paper
- Pick a company and discuss the following:1. Discuss factors affecting a competitor's likelihood to take competitive actions.2. Describe factors affecting the likelihood a competitor will respond to actions taken by its competitors.3. Explain competitive dynamics in slow-cycle, in fast-cycle, and in standard-cycle markets.There are a number of techniques employed to conduct an analysis of strategic options fromwhich an organization can choose from to aid its attainment of long term objectives. As staff of a Holdings Company, co-opted into a business development committee, you have been tasked to do thefollowing;a. What is the Boston Consulting Group’s Growth-Share-Matrix (BCG-GSM)b. Present a well labelled graphical illustration of this model (Boston Box)c. Explain each of the four quadrants in this matrix with appropriate strategies that maywork out for each quadrant.2 To produce a Strategic Direction to facilitating growth (figure 1b). Please indicate the strategic direction into Information Technology Strategy, Structure and Funding
- Headquarter in france.L oral is large cosmatic conglomerate with annual sale about 30 billion dollars and net income of about 3.5 billion dollar. L Oreal divid three segments. cosmatic, boady soap and dermatology. 1.Construct an External Factor Evaluation (EFE) Matrix for the target firm. (a total of 12-15 factors including Opportunities and Threats both) Do not intermingle Os and Ts.1. What is the current business level strategy that AdRoll uses? Is this the appropriate strategy? If not, what would you recommend? What other strategies are they using? For example, what types of functional (finance, marketing, management/HR, etc.) strategies are they using? Can you recommend any changes to help the organization? 2. Does AdRoll have a competitive advantage? If so, what is the competitive advantage? Is the competitive advantage a sustainable competitive advantage? Why? If not, why? Strategies & Competitive Advantage AdRoll’s business level strategy was overall low-cost leadership. Before AdRoll was founded, retarget-ing advertisements were primarily used by wealthy customers. AdRoll expanded their target market to include small businesses, retailers, and Fortune500 companies. Furthermore, AdRoll had a heavy emphasis on customer service. The company always made itself available to its customers to gain a com-petitive advantage through ease of use.…Explain 1. Developing and implementing a portfolio strategy for each business unit and a corporate policy for managing all the alliances of the entire company.
- The common types of valuable resources and competitive capabilities that management should consider when crafting a strategy include A) valuable physical and intangible assets. B) valuable human assets and intellectual capital. C) All of these. D) valuable organizational assets and competitively valuable alliances. E) a skill, specialized expertise, or competitively important capability.(a) Analyzing the Directional strategies of NAFFCO (b) Analyzing the Portfolio Strategies of NAFFCOA company that pursues and achieves strategic objectives: Answer C) is frequently in a better position to improve its future financial performance because of the increased competitiveness that flows from the achievement of strategic objectives. D) is likely to be a weak financial performer because diverting resources to the pursuit of strategic objectives takes away from the achievement of financial performance targets. B) is generally not strongly focused on its true mission of making a profit. A) is likely to weaken the achievement of its short-term and long-term financial objectives.