Internal Analysis 13 8. Value Chain 14 9. Business-Level Strategy: 16 10. Corporate-Level Strategy: 17 11. International Strategy: 17 12. Internet Strategy 18 13.
Differentiating Competitive Characteristics 6 A3a. Strategic Group Map 8 A4. Success Factors 9 A5. Competitive Forces 10 B1. Vision Statement 13 B2.
Communication towards suppliers 3.4. Communication towards potential customers 3.5. Communication with their shareholders 3.6. Communication with B2B 4. Information and their sources ……………………………………………..15 4.1.
Guidelines for setting objectives-long term, short term, obtainable, financial objectives, realistic, quantifiable, who is responsible 5. Purpose of the Board of Directors 6. Business Model defined. Business model sets forth the economic logic for making profit in a business given the company’s strategy. OR The blueprint for delivering a valuable product that generates ample revenue to cover costs and yield a product. 7.
INDUSTRY ANALYSES 5 4.1 Threat of new Competition 6 4.2 Suppliers bargaining power 6 4.3 Bargaining power of buyers 6 4.4 Threat of substitution 6 4.5 Competitors 7 4. MARKET ANALYSES 7 5.1 Target Market 7 5.2 Target Market Strategy 8 5.4 Promotional Strategy 9 5.5 Competition 9 5. MARKETING PLAN 9 6.1 Branding 9 6.2 Styling 10 6.3 Quality 10 6.4 Safety 11 6.5 Packaging 11 6.6 Pricing 11 6.7 Place 12 6.8 Promotion 12 6. PRODUCTION/OPERATIONS PLAN 14 7.1 Location Factors 14 7.2 Facility Layout 15 7.3 Office Layout. 16 7.4 Equipment 17 7.5 Capacity 17 7.
A. Shareholder wealth maximization B. Profit maximization C. Stakeholder maximization D. EPS maximization 4. What is the most appropriate goal of the firm? A.
GM try to find a breach to become best-in-class. And they carry out their plan without waiting for a chance. 2, GM’?s vision is to make more than $10 billion a year and become best-in-class peers. From my point of view, GM’?s vision is reasonable and realistic to achieve. First of all, GM has shed nearly $40 billion in obligations to become debt-free.
The company leased clients a CD containing a risk management application priced at $30000 annually per user and was password protected, after that clients paid by the month for the new password. Organizational Structure Since RiskMetrics Group was a new company, that formerly was a subsidiary of J.P Morgan, Berman used FLAT organizational structure. There were pro’s and con’s by using this kind of organizational structure: Competitive Advantage One of the major competitive advantage of RMG is its payment method. They use leasing payment method to attract costumer and make the costumer financial burden lighter. II.
Keys to success…………………………………………………………………………………5 2.4. Suppliers Information…………………………………………………………………………..5 2.6. Company location………………………………………………………………………………7 2.7. Legalization of the company……………………………………………………………………8 3. Business Opportunities………………..……………………………………………………………8 3.1. Potential customers……………………………………………………………………………..8 3.2.
To: Charlton Bates – President, Crestfield Furniture Industries, Inc. RE: 2004 Communications Budget and Advertising Plan The Situation: The Hervey and Bernham Agency proposes that Crestfield Furniture Industries (CFI) increase advertising expenditures by $225K for the 2004 advertising year. The caveat – this increase would be applied to the consumer advertising portion of the 2004 Communications Budget and goes against company policy of 5 percentage-of-sales for total promotion costs. Let's call this "Plan A." John Bott, VP of Sales for CFI disagrees and stresses the need for $135K to be allocated to sales expenses and administration costs ($65K) and salary for a new sales representative ($70K) to accommodate the 50 new accounts for 2004. This leaves $165K available for other promotion.