Documentos de Académico
Documentos de Profesional
Documentos de Cultura
EVERY BUSINESS UNIT DEVELOPS FUNCTIONAL STRATEGIES FOR EACH MAJOR DEPARTMENT MARKETING STRATEGY FINANCIAL STRATEGY RESEARCH & DEVELOPMENT STRATEGY OPERATIONS STRATEGY PURCHASING STRATEGY LOGISTICS STRATEGY HUMAN RESOURCES STRATEGY INFORMATION TECHNOLOGY STRATEGY
MARKET PENETRATION
MARKET DEVELOPMENT
PRODUCTS OR SERVICES
---------------------------------------------
MARKETING STRATEGIES:
THE CUSTOMER-PRODUCT DECISION MARKET PENETRATION STRATEGY (Stay in current markets with existing products)
INCREASE RATE OF PURCHASE/CONSUMPTION ATTRACT RIVALS CUSTOMERS BUY OUT RIVALS CONVERT NON-USERS INTO CURRENT USERS
THE 4 PS OF MARKETING
MARKETING MIX ISSUES Product Strategy
Specifying the exact product or service to be offered
New or existing product? for new or existing customers?
Promotion Strategy
How the product or service is to be communicated to customers
Push - spend $$$ on promotions and discounts to push products Pull - spend $ to build brand awareness so consumers will ask for it by name
Price Strategy
Establishing a price for the product or service
Skim pricing (high) when you are a pioneer Penetration pricing (low) builds market shares Dynamic pricing (prices vary frequently) based on demand/availability
CAN WE GROW BY RELYING ON ONLY INTERNAL CASH FLOWS? DO STOCK SALES DILUTE OWNERSHIP CONTROL? DOES A LARGE DEBT RATIO CRIPPLE FUTURE GROWTH? DOES STRONG LEVERAGE BOOST EARNINGS PER SHARE? DOES HIGH DEBT DETER TAKEOVER ATTEMPTS? DO MOST LBOs UNDERPERFORM 3-4 YEARS AFTER THE BUYOUT?
OPERATIONS STRATEGIES
MANUFACTURING LOCATION
Internal Production v. Outsourcing Domestic Plants v. International Locations
PURCHASING STRATEGIES
SOURCING COMPONENTS AND SUPPLIES
WHERE CAN THE HIGHEST QUALITY COMPONENTS BE FOUND?
Backward Integration (our firm has an ownership stake in the suppliers we use)
Quasi-integration (minority ownership position in a supplier) Tapered (produce some of what we need, but not all) Full (produce all of our own needs)
LOGISTICS STRATEGIES
DO WE HAVE GOODS THAT MUST BE TRANSPORTED OR DELIVERED?
WORK ARRANGEMENTS
Individual Jobs v. Team Positions Narrowly-defined jobs v. Positions with discretion and autonomy On-premises Work v. Telecommuting Options
25% were disappointed in their outsourcing results 51% brought the outsourced activity back in-house MOST LIKELY ACTIVITIES TO OUTSOURCE
Customer Service Bookkeeping/Financial/Clerical Sales/Telemarketing Software Programming Mailroom
OUTSOURCING DISADVANTAGES
CUSTOMER COMPLAINTS & UNEXPECTED DELAYS LOCKED INTO LONG-TERM CONTRACTS THAT ARENT COMPETITIVE THE FIRM DOESNT LEARN NEW SKILLS & DEVELOP CORE COMPETENCIES
A SURVEY OF 129 OUTSOURCING FIRMS Half of the projects undertaken failed to achieve the anticipated savings Software produced in India had 10% more bugs than comparable US projects SEVEN MAJOR OUTSOURCING ERRORS
Overlooking personnel issuesmy area of expertise was outsourced! Losing Control over the Outsourced ActivityWere at their mercy! Overlooking the hidden costs of outsourcingTransaction fees? Failing to plan an exit strategyHow can we reverse out of this deal?
SUCCESSFUL OUTSOURCING
KEY TO SUCCESS:
ONLY OUTSOURCE ACTIVITIES THAT ARE NOT RELATED TO THE FIRMS DISTINCTIVE COMPETENCIES
TAPERED INTEGRATION
---------------------------------------------
OUTSOURCE COMPLETELY
Buy on Open Market
OUTSOURCE COMPLETELY
Use Long-Term Contracts
LOW
---------------------------------------------
NONE OF THESE STRATEGIES WILL CREATE A SUSTAINABLE COMPETITIVE ADVANTAGE FOR THE FIRM