Week 6
Generating alternative strategies using portfolio models

This type of strategies is known as BCG Growth-share matrix because of the two dimensions selected to be used in its analysis. Bruce believed strongly amongst the many external and internal factors that have been considered for strategic analysis, the industry attractiveness and competitive advantages are the two that he thought were the most important.

BOSTON CONSULTING GROUP MODEL




The characteristic of the four quadrants need to be discussed to appreciate the rationale behind each strategic decision to be made.

a) The question mark quadrant is positioned in a fast growth industry but with a low market share. This is true for a product newly introduced in the market. Thus, the suggested direction would be for the product to obtain an in its market share as its industry growth rate is strong.  Therefor, the company would be wise to spend on efforts towards making the products more known to the market followed by an increase in promotion and marketing so that it will move to the direction of the star quadrant. The table above illustrates the point that need to be clarified. The portable air condition would be placed in the Question mark quadrant because of the high growth rate but because it is new, its share of the market is still small.

b) The star quadrant is positions where there is a high growth rate and high relative market share. This rate is 8 is illustrated by the microwave oven appliance. Its relative market share is high (higher than that of its larger competitor) and the growth is 8%. At that high growth rate, it would be wise for the company to continue making sure that the market share is maintained or increased, and an expansion strategy would be the best option. Thus, marketing strategies would also be complementary, especially if there is a need to find new market as well as to increase the market share. Product development might be the next choice to ensure that the innovation in the product continue to meet the customer’s expectations.

c)  The third is the cash cow quadrant. This is illustrated by the electric iron where its market share is still high, but the growth rate has gone down probably because everybody has one at home. Any sales are a bonus as there is no necessity for excess marketing effort for everybody is aware of the product. Any advertising would be more a reminder rather than promotion. Consolidation would be wise, and cost cutting through backward and forward integration is highly recommended. Some would suggest and increase in R&D to prepare for the next round of new product development so as to replace the existing ones if it goes into the Dog quadrant.

d) Last quadrant is dog. Here the product is in a state where its market share has deteriorated, and its growth rate is also declining. An easy way out is to sell off the portfolio to buyers who are adopting integration strategies. For the electrical appliances company, the product can be remove from the sales list and any inventory need to be converted to cash in whatever way and no replacement made if sold. Or replacement would be by new products in the market and be placed in the Question Mark quadrant for a new cycle to begin.

General electric model

This is another of the portfolio model assisting in the generation of alternative strategies for the various portfolio under analysis. It was first presented in the 1970s perhaps at the same time as BCG but because of the letter’s popularity, in referred to as a modification of the BCG model.

1.       Industry attractiveness

The vertical axis of the GE/McKinsey matric is industry attractiveness (IA). It is determined by factors related to the industry attractiveness as in SPACE or SWOT external factors evaluation.

The columns a, b and c denote weights, capability and weighted capability for a particular product, respectively. Other possible factors that could also be incorporated into the analysis if they are of importance are:

·         Market growth rate

·         Industry profitability

·         Market size

·         Demand variability

·         Global opportunities

·         Industry rivalry

·         Micro environmental factors

Each factor is assigned weights (to reflect the degree of importance) that are appropriate for the industry.

2.       Business unit strength

The horizontal axis of the GE/McKinsey matric is the strength of the business unit. Some factors that can be used to determined business unit strength include:

·         Market share

·         Distribution channel access

·         Brand equity

·         Production capacity

3.       Plotting the information

Each business unit (in this case the products) can be portrayed as a circle plotted on the matrix the size of the circle denoting the market size and the pie denoting the market share of the product in the industry. An arrow could be inserted to show the future direction of the circle if this can be forecasted.

WEEK 9

November 28, 2017

ISLAMIC PERSPECTIVE ON STRATEGIC MANAGEMENT

COMPETITIVE ADVANTAGES FROM AN ISLAMIC PERSPECTIVE

Seeking  competitive advantage is a means(higher profit) to an end (long- term survival) not an end in itself.competitive advantages is derived from superior knowledge(core competencies) which allows the organization o stay in business without having to engage in corrupt business practices. 

Week 5
Hai today i’ll briefly explain wht is in chapter 5..there are 5 strategies that we ought to know from this chapter..there are, low cost provider strategy, broad differentiation strategy, focused low cost strategy, focused differentiation strategy and the last is best cost provider strategy.

first we go to low cost provider strategy..what does it mean by low cost provider? low-cost provider is achieving lower overall cost on products that attract lots of buyers.theadvantages of practicing the strategy is the profit and market share will be increase compared to  underpricing competitors. it means the firm which implement the strategy will gain more profit. the examples of company using  this strategy are mydin, air-asia, dell, mcdonald and many more.

next strategy is, broad differentiation strategy. this strategy is more to produce different products from the rivals that also has lots of buyers. firms which implement this strategy has to make lots of research about the consumer behavior, needs and so forth because it isn’t easy to produce a unique products and at the same time it can capture the needs of a consumer. so, in my point of view the firms which intend to implement this strategy has to allocate a huge budgeting in order to collect info or to do lots of study  to invent the “unique yet parallel with the consumers need”. company use this strategy are FedEx, Rolex, sony, LV and many more.

then, focused low cost strategy. the strategy is concentrate more on a narrow buyer segment and they are competing on cost. which one of them is serving the niche segment with a lower price. the firms which implement this strategy will narrowing its buyers in order to lower the cost of their production and operation.

the forth strategy is focused differentiation strategy. this strategy is more on concentrating on a narrow buyer segment and compete with rivals on which product is more offering and meet the taste and requirement of the narrow or niche segment buyers. the strategy is also offering products or services designed to meet unique preference and need of a narrow segment of buyers. the example are Porsche and Ferrari.

the last strategy is best-cost provider strategy. it also called as hybrid strategy  because they blend low cost and and the elements of differentiation strategy together. the also giving customer more value for their money by satisfying buyers expectation on key quality, features, performance and many more while beating their price expectation.  the objective of the strategy is to provide low price and differentiation types of products.

in my point of view, it is better for a firm or a company to implement best cost provider strategy because it is a perfect combination between low cost and differentiation strategy. it may attract lots of buyer and  may incline the profit more.

that’s all in chapter 5..

salam.

Wewk 8(generating alternative strategiec using Portfolio models)

Corporate Level Strategy

Today i have learnt about corporate level strategy. this kind of strategy is recommended for organizations to be better than the competitors. It consist of 3 levels, which are grand level strategy, secondary level strategy and tactical level strategy. 

Grand level strategy
Under this strategy, there are growth, stable growth, turnaround and combination. The company will choose any among these four strategies to be implemented in the company.

Secondary level strategy
Once the company decide which strategy of the grand level strategy it wants to implement, then it has to decide any secondary level strategy that suitable for its business. The choices offered under the secondary level strategy are as follows: expansion, integration, diversification and turnaround. 

Last but not least, in allowing the grand and secondary level strategies to be acted, the top management has to decide on the tactical strategies that should it implement. They can choose either to improve organically, form joint venture, merger, acquisition or reverse takeover, sign strategic alliances, or allow licensing/franchising, so that the strategy set up in the two upper level can be achieved. 

Week 4

Stategic planning prosess

Internal Environmental Analysis

Internal analysis is the analysis of information:

       a) computation

       b) measurement

       c) illustration

     

      obtain from within the company.

Major analysis is made on the following major functional areas :

–Management

–Marketing

–Finance

–Operation/production

Management is a process of coordinate activities, which comprise of five functions:



Marketing refer to the exchange of product or services from the producer to the user. The seven functions of marketing are:



Analysis on financial information is done to identify a company's strengths and weakness from the financial perspective.

Operation can be defined as the process of transforming input/resources (e.g. steel, oil, etc.) into products/outputs that are of higher value to the user.

Case study to do list..

Case study to do list..

salam..

okayy..despite all the things yang kami belajar dalam kuliah..kami juga dikerahkan tenaga untuk sama-sama fikir pemasalahan dalam case study yang diberikan oleh dr.ummi..well, the case study that been given to us is quite interesting as we need to think how they strategize their plan to or expanding their businesses to be more and more profitable.

we did this robin hood, the digital ages, evironmantel of food and beverages industry in malaysia cases that stary with the book publisher, dr.ummi made us to think in group hoe these companies can survive or operate their business without having major of losses., in order to open or start up a new company we need to analyze the external environmental analysis of the company whether can move on and establish as they need to compete with other company in the same area of industry. its hard sometime for a newbie to live in such competitive market, they need uniqueness, intelligence, and strategy that can push them forward. that's why we need to analyse those kind of value by using porter's 5 forcers, SWOT analysis or pestel analysia.

Week 3