Jess: please complete (refer to project guideline). Implications: Jess: please complete (refer to project guideline).
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The rating is based on a double-digit 5-point scale for the degree of significance and for probability of occurrence. The first number/5 represents the degree of significance rating out of 5, 5= extremely significant and 1 = not very significant. The second number/5 represents the probability of occurrence, 5= extremely likely and 1 = low probability.
PROBLEMS AND OPPORTUNITIES STATEMENT
Jess: If you are unable to do this tomorrow I can do it either with you or myself on Sunday. The delay with the final document and CSFs was due to formatting, email communication, inserting others work and cross referencing with the project guideline. I also needed to complete the summary for the presentation so Hannah was able to get started on slides.
1. THE BUSINESS UNIT’S CAPABILITIES COMPARED TO CRITICAL SUCCESS FACTORS
CSF
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Our capabilities/competencies
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2. OPPORTUNITIES FOR THE BUSINESS UNIT TO EXPLOIT WITH EXISTING CAPABILITIES
3. OPPORTUNITIES FOR THE BUSINESS UNIT TO EXPLOIT WITH IMPROVED CAPABILITIES
4. THREATS THAT MUST BE ADDRESSED
RECOMMENDATIONS AND RATIONALE:
MARKETING OBJECTIVES: (See Exhibit 2.4 for examples) PRODUCT-MARKET GROWTH STRATEGIES | YEAR 1 OBJECTIVES | YEAR 2 OBJECTIVES | YEAR 3 OBJECTIVES |
Existing products in existing markets (Market penetration)
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Existing products in new markets (Market development)
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New products in existing markets
(NPD)
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| EXAMPLE OF MARKETING STRATEGIES:
MARKET SEGMENT 1
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MARKET SEGMENT 2
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MARKET SEGMENT 3
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Segment description
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Segment description
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Segment description
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Products/brands serving this segment
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Products/brands serving this segment
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Products/brands serving this segment
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Product/Brand positioning
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Brand positioning
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Brand positioning
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Product strategy
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Product strategy
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Product strategy
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Pricing strategy
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Pricing strategy
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Pricing strategy
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Distribution strategy
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Distribution strategy
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Distribution strategy
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IMC strategy*
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IMC strategy*
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IMC strategy*
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Team needs to discus and include the below:
Do the firm’s internal capabilities fit with or stretch the firm in a realistic way ?
What are the critical success factors in this industry ?
EXAMPLES OF STRATEGIES FOR EACH FORCE. Is there a blue ocean strategy in any element of any force ?
1: Reducing the Bargaining Power of Suppliers
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Partnering
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Supply chain management
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Supply chain training
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Increase dependency
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Build knowledge of supplier costs and methods
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Take over a supplier
2: Reducing the Bargaining Power of Customers
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Partnering
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Supply chain management
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Increase loyalty
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Increase incentives and value added
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Move purchase decision away from price
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Cut put powerful intermediaries (go directly to customer)
3: Reducing the Treat of New Entrants
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Increase minimum efficient scales of operations
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Create a marketing / brand image (loyalty as a barrier)
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Patents, protection of intellectual property
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Alliances with linked products / services
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Tie up with suppliers
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Tie up with distributors
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Retaliation tactics
4: Reducing the Threat of Substitutes
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Legal actions
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Increase switching costs
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Alliances
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Customer surveys to learn about their preferences
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Enter substitute market and influence from within
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Accentuate differences (real or perceived)
5: Reducing the Competitive Rivalry between Existing Players
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Avoid price competition
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Differentiate your product
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Buy out competition
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Reduce industry over-capacity
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Focus on different segments
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Communicate with competitors
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